Organizational theory and behavior

Organizational Behavior

Briefly discuss how the assumptions underlying the social information approach to job design differ from those underlying the job characteristics theory.

The social information approach to job design is predominantly based on how others in an organization set expectations and also define the overall context of social situations. This specific approach relies heavily on the Social Information Processing (SIP) Model that is based on the observation that the most important job factors in a job depend more on what others are saying about the job and its context over and above the persons' specific job and tasks. The SIP Model specifically is based on four premises, which include the first assumption that people provide cues to understanding the work environment; second that people help us judge our jobs; third, that people tell us how they see our jobs; and fourth, that people's positive & negative feedback help us understand our feelings about our jobs. The SIP Model and its foundational elements listed above place much referent power in the hands of the people in an organization when a new associate joins. Inherent in this models' definition is that expectations are not so much defined internally but instead are part of a broader social fabric that is created by the many other members of an organization. This collective fabric of expectations and their resulting impact on a person is external however; it is up to the person joining the organization to internalize these beliefs or not.

In contrast the job characteristics theory is based on five critical components including task identity, job feedback, autonomy, skill variety and task significance. The combinational effects of these attributes take into account both internal and external factors in the development of a perception and value for a job. As a result, the job characteristics theory has been proven to be more accurate in research than the SIP Model.

Each of the attributes of the job characteristics model are briefly defined here. Task identity refers to the extent to which jobs are designed to give employees complete a whole, identifiable piece of their jobs. Job feedback refers to the management proactive of being prompt with both positive feedback, and in one-on-one sessions, delivering constructive criticism. The next component, autonomy, defines the extent of freedom and discretion available to determine how to perform the job. This can be either designed into a job or provided by managers in their managerial styles. Skill variety is the next component of the job characteristics model and references the range of competencies and abilities that the specific job requires. Task significance references the level of impact the job has an impact on other departments and individuals throughout the company.

In evaluating each approach it's clear that the job characteristics has a much more pervasive and integrative approach to defining the total context and impact of a job. The SIP Model and broader social information theory actually address just a component of the job characteristics model and could be foundational to this second theoretical construct of defining a jobs' context and value. Of the two, the job characteristics theory shows illustrates the impact of associates, managers and the structure of the position in relation to these two critical influences in terms of overall job performance.

How does burn out differ from stress? Which do you think is worse and why?

There are major differences between burn-out vs. stress and often it is in the perspective someone takes to a challenging, difficult situation that dictates what their response will be. The intent of this essay is to explain how burn-out differs from stress, and evaluate which is worse, and why.