By Sandra Dawson (auth.)
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9. 10. 11. 12. Variety Sequence Timing Pace Quality Specialisation Interdependence Partialness Performance 13. Monitoring 14. Accountability Specified Medium High Very small part Number of records made, accuracy of records Supervisor Supervisor intervenes Maintain electrical equipment in good order Diagnosing and rectifying faults Craft tools Moderate Some leeway 5-200 minutes Selfdetermined but output monitored Specified Medium Medium Whole part Supervisor's! user's assessment Success of work Supervisor Supervisor intervenes Write programs for in-house users Thinking, writing Computer Moderate Great leeway Open Self-determined but output monitored Open Low Low Whole part Long-term success of programs Self/Manager Self/Manager intervenes Discretion and control Underlying much of this discussion about job requirements has been the extent to which, for each job element, the job-holder has discretion and, conversely, the extent to which he/she is subject to external control.
E. disappointment with rewards) to feed back to increased effort in the hope of securing the rewards expected. Alternatively it may lead to the termination of the job contract, particularly if there are alternative sources of employment. Another possibility, if there are few alternatives, accords with the popular view that disappointment will lead to alienation and less effort. 2. This shows that an individual's performance in a job is a reflection of three things. One is motivation, which can now be seen as the result of complex processes involving expectations, cognition and experience.
Community relations officers) may be subject to loose guidelines which leave room for a lot of discretion. 3 Types of Control on a Job-holder 1. 'Unobtrusive' through training, recruitment, general expectations, custom and practice 2. Personal self-control Degree of individual discretion decreasing and degree of external control increasing 3. Output control 4. Hierarchical, personal, centralised, control 5. Administrative or bureaucratic control 6. ) and external control is high, then a low 'trust' relationship between levels in the hierarchy can arise.
Analysing Organisations by Sandra Dawson (auth.)