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| − | [[File:Careerprise td.png|200px|thumb|[[Careerprise]]'s trade mark]][[File:Educaship-pipeline.png|400px|thumb|right|[[WorldOpp Pipeline]]]][[Work Environments]] is the third [[presentation]] in the [[Introduction to Employment]] lecture. The lecture itself is the second in [[WorldOpp Orientation]]. Consequently, the ''[[WorldOpp Orientation|Orientation]]'' is the first stage of [[WorldOpp Pipeline]]. | + | [[File:Cnm-digital.png|400px|thumb|right|[[CNMCyber suite]]s]][[Nature of Work]] (hereinafter, the ''Lesson'') is the [[lesson]] of [[CNMCyber]] that introduces its participants to [[work characteristic]]s and related topics. The ''Lesson'' belongs to the '''[[Introduction to Employment]]''' session of [[EmployableU Concepts]]. |
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| − | This wikipage presents its full script and those test questions that are related to that presentation.
| + | The ''Lesson'' is made up of five [[lectio]]s. At [[CNMCyber]], the word, [[lectio]], is used for a lesson part. |
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| − | ==Script== | + | ==Summaries== |
| − | The video of the presentation is published at https://youtu.be/r--p5fmz4TA (5:29). Here is its full text. | + | ===Predecessor=== |
| | + | :The predecessor lesson is [[Nature of Occupations]]. |
| | | | |
| − | ===Overview=== | + | ===Outline=== |
| − | Welcome to ''Work Environments''. In this brief presentation, we are going to take a look at two models, one for employment motivation and another for job characteristics. A separate stop will be made by [[task structures]]. Let's move forward.
| + | :{|class="wikitable" width=100% style="text-align:center;" |
| | + | |+[[Nature of Work]] |
| | + | |width=25%|[[Lectio]]s |
| | + | !#!!Referred topics |
| | + | |- |
| | + | ![[Work Characteristics]] |
| | + | |1||[[Work characteristic]], [[work tool]], [[work activity]], [[work context]], [[work style]], [[work value]] |
| | + | |- |
| | + | ![[Work Arrangements]] |
| | + | |2||[[Work arrangement]], [[compressed workweek]], [[flextime]], [[telecommuting]], [[job sharing]] |
| | + | |- |
| | + | ![[Job Dimensions]] |
| | + | |3||[[Job Characteristics Model]], [[skill variety]], [[task identity]], [[task significance]], [[autonomy]], [[feedback]], [[core job dimension]] |
| | + | |- |
| | + | ![[Task Attributes]] |
| | + | |4||[[Job task]], [[task performance]], [[task structure]], [[structured task]], [[unstructured task]], [[task attribute]], [[consequence of error]], [[degree of automation]], [[freedom to make decisions]], [[frequency of decision-making]], [[impact on enterprise]], [[importance of being accurate]], [[importance of repeating same tasks]], [[level of competition]], [[time pressure]], [[work schedule]], [[work virtualization]] |
| | + | |- |
| | + | ![[Workplace Conditions]] |
| | + | |5||[[Workplace condition]], [[workplace]], [[workspace]] |
| | + | |} |
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| − | :[[File:Employment-motivation.png|400px|thumb|right|[[Employment motivation model]]]]'''[[Employment motivation model]]'''. A framework for analyzing employment motivation that identifies three domains that contribute to the motivation to work. These domains include job itself, its compensation, and its fit to one's life.<div style="background-color:#efefef; padding: 5px; margin: 15px;">
| + | ===Successor=== |
| − | :*'''[[Employee compensation]]'''. The [[cash compensation]] and [[employee benefit]]s that an employee receives in exchange for the service he or she performs for their employer and/or for his or her time.</div> | + | :The successor lesson is [[Labor Regulations]]. |
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| − | :[[File:Job-characteristics.png|400px|thumb|right|[[Job characteristics model]]]]'''[[Job characteristics model]]'''. A framework for analyzing and designing jobs that identifies five [[core job dimension]]s, their interrelationships, and their impact on outcomes. These [[core job dimension]]s include [[skill variety]], [[task identity]], [[task significance]], [[autonomy]], and [[feedback]].<div style="background-color:#efefef; padding: 5px; margin: 15px;">
| + | ==2019 Work Environments presentation== |
| − | :*'''[[Skill variety]]'''. The degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents.
| + | The video of the presentation is published on https://youtu.be/r--p5fmz4TA (5:29). Here is its full text. |
| − | :*'''[[Task identity]]'''. The degree to which a job requires completion of a whole and identifiable piece of work.
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| − | :*'''[[Task significance]]'''. The degree to which a job has a substantial impact on the lives or work of other people.
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| − | :*'''[[Autonomy]]'''. The degree to which a job provides substantial freedom, independence, and discretion to the individual in scheduling work and determining the procedures to be used in carrying it out. | |
| − | :*'''[[Feedback]]'''. The degree to which carrying out the work activities required by a job results in the individual obtaining direct and clear information about the effectiveness of his or her performance.</div> | |
| | | | |
| − | :'''[[Task structure]]'''. A set of structural job characteristics with which the worker interacts.<div style="background-color:#efefef; padding: 5px; margin: 15px;">
| + | ===Overview=== |
| − | :*'''[[Consequence of error]]'''. How serious would the result usually be if the worker made a mistake that was not readily correctable?
| + | :Welcome to ''Work Environments''. In this brief presentation, we are going to take a look at two models, one for employment motivation and another for job characteristics. A separate stop will be made by [[task structures]]. Let's move forward. |
| − | :*'''[[Degree of automation]]'''. How automated is the job?
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| − | :*'''[[Freedom to make decisions]]'''. How much decision making freedom, without supervision, does the job offer?
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| − | :*'''[[Frequency of decision-making]]'''. How frequently is the worker required to make decisions that affect other people, the financial resources, and/or the image and reputation of the organization? | |
| − | :*'''[[Impact on enterprise]]'''. What results do your decisions usually have on other people or the image or reputation or financial resources of your employer?
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| − | :*'''[[Importance of being exact]]''' (or accurate). How important is being very exact or highly accurate in performing this job?
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| − | :*'''[[Importance of repeating same tasks]]'''. How important is repeating the same physical activities (e.g., key entry) or mental activities (e.g., checking entries in a ledger) over and over, without stopping, to performing this job?
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| − | :*'''[[Level of competition]]'''. To what extent does this job require the worker to compete or to be aware of competitive pressures?
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| − | :*'''[[Structured versus unstructured work]]'''. To what extent is this job structured for the worker, rather than allowing the worker to determine tasks, priorities, and goals?
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| − | :*'''[[Time pressure]]'''. How often does this job require the worker to meet strict deadlines? How important is it to this job that the pace is determined by the speed of equipment or machinery? (This does not refer to keeping busy at all times on this job.)
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| − | :*'''[[Work schedule]]'''. How regular are the work schedules for this job and what is the number of hours typically worked in one week?
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| − | :*'''[[Work virtualization]]'''. The degree to which work is done remotely rather than at some specific physical location.</div>
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| | | | |
| | ===Employment motivation=== | | ===Employment motivation=== |
| − | We will start with employment motivation model which suggests that three demands are responsible for keeping us motivated on the jobs. | + | :[[File:Employment-motivation.png|400px|thumb|right|[[Work Motivation Model]]]]We will start with employment motivation model which suggests that three demands are responsible for keeping us motivated on the jobs. |
| − | The first is the job itself, the second is compensation for the job. Compensation consists of both cash and non-cash benefits and the third domain is life fit, it`s fit to ones life. Which can be a fit to ones’ values, lifestyles or schedules. Basically what a person has outside the job. Every one of these domains have both motivations and demotivation, so some factors can motivate us and some can demotivate us. | + | |
| | + | :The first is the job itself, the second is compensation for the job. Compensation consists of both cash and non-cash benefits and the third domain is life fit, it`s fit to ones life. Which can be a fit to ones’ values, lifestyles or schedules. Basically what a person has outside the job. Every one of these domains have both motivations and demotivation, so some factors can motivate us and some can demotivate us. |
| | + | |
| | + | ===Job motivation=== |
| | + | :[[File:Job-characteristics.png|400px|thumb|right|[[Job Characteristics Model]]]]There are several theories and the most popular I would say in organization behavior is the [[Job Characteristics Model]] which suggest or chunks job characteristics which motivate us in five core dimensions which are skill varieties, task identities, task significance and autonomy and feedback. The first three gives us a psychological state of experienced meaningfulness of the work. Autonomy experience responsibility for work outcomes, all three of these psychological states gives most of us motivational quality and satisfaction. |
| | | | |
| − | There are several theories and the most popular I would say in organization behavior is job characteristics model which suggest or chunks job characteristics which motivate us in five core dimensions which are skill varieties, task identities, task significance and autonomy and feedback. The first three gives us a psychological state of experienced meaningfulness of the work. Autonomy experience responsibility for work outcomes, all three of these psychological states gives most of us motivational quality and satisfaction.
| + | ===Core dimensions=== |
| | + | :What are skills variety? Skills variety is degree to which job requires a variety of activities so we don`t get bored on the job. Task identity is the feeling that the job can be accomplished so you can see the progress and measure the progress so as to see where you are on these tasks. Tasks significance is the degree to which job requires or has substantial impact so it could be once again all three gives a meaningfulness in the job. |
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| − | What are skills variety? Skills variety is degree to which job requires a variety of activities so we don`t get bored on the job. Task identity is the feeling that the job can be accomplished so you can see the progress and measure the progress so as to see where you are on these tasks. Tasks significance is the degree to which job requires or has substantial impact so it could be once again all three gives a meaningfulness in the job.
| + | :Autonomy is the degree to which job provides substantial freedom, independence and discretion. And feedback is the degree to which carrying out the work activities required by job resolves an individual`s obtaining direct and clear about the effectiveness of his/her performance. |
| − | Autonomy is the degree to which job provides substantial freedom, independence and discretion. And feedback is the degree to which carrying out the work activities required by job resolves an individual`s obtaining direct and clear about the effectiveness of his/her performance. | |
| − | Obviously all three core dimensions which are responsible according to the theory form motivation, doesn`t cover all job characteristics.
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| − | Taking a look at consequences of error, it`s definitely an adjusting factor. If the consequence is huge, why would anyone like to have more autonomy, probably it`s better to have some kind of a backup.
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| − | The same degree of automation, some jobs are more automated some jobs are not. Some are more scared of computers and robots, some are less.
| + | ===Environmental job characteristics=== |
| − | Of course we have freedom to make decisions, frequency of decision making, impact on enterprise, importance of being exact and a level of competition, some jobs are more competitive some are less, time pressure, work schedule and work virtualization. For instance, we Educaship Alliance LLC tend to work more virtual rather than physical. To sum up, we talked about working environments, we have taken a look at employment motivation model, job characteristics model, and we touched a little bit to structure and the next will be competencies required at work.
| + | :Obviously all three core dimensions which are responsible according to the theory form motivation, doesn't cover all job characteristics. |
| | | | |
| − | ===Summary===
| + | :Taking a look at consequences of error, it`s definitely an adjusting factor. If the consequence is huge, why would anyone like to have more autonomy, probably it`s better to have some kind of a backup. |
| − | :This concludes the ''Work Environments'' presentation. We have defined [[work environment]] and taken a look at [[Employment motivation model]] and [[job characteristics model]]. We mentioned [[employee compensation]] and [[work-life fit]]. Separate stops were made by [[core job dimension]]s and various parts of [[task structure]]s. If you haven't done yet so, you are now welcome to move to [[Work Competences]]. | |
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| − | ==Quiz questions==
| + | :The same degree of automation, some jobs are more automated some jobs are not. Some are more scared of computers and robots, some are less. |
| − | :Every statement below is split into one true and one false question in the actual exam. | |
| | | | |
| − | :#Work structure refers (or does not refer) to a set of structural job characteristics with which the worker interacts. | + | :Of course we have freedom to make decisions, frequency of decision making, impact on enterprise, importance of being exact and a level of competition, some jobs are more competitive some are less, time pressure, work schedule and work virtualization. For instance, we Educaship Alliance LLC tend to work more virtual rather than physical. To sum up, we talked about working environments, we have taken a look at employment motivation model, job characteristics model, and we touched a little bit to structure and the next will be competencies required at work. |
| − | :#In one's job, consequence of error refers (or does not refer) to seriousness of the consequences of a mistake that cannot be corrected.
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| − | :#In one's job, consequence of error refers (or does not refer) to how automated the job is.
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| − | :#In one's job, consequence of error refers (or does not refer) to how much the job offers decision making freedom and work under little-to-no supervision.
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| − | :#In one's job, consequence of error refers (or does not refer) to how frequently the worker is required to make decisions that affect other people, the financial resources, and/or the image and reputation of the organization.
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| − | :#In one's job, consequence of error refers (or does not refer) to the effect of the worker's decisions on co-workers and/or organizational results.
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| − | :#In one's job, consequence of error refers (or does not refer) to the importance of being very exact or highly accurate in performing the job.
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| − | :#In one's job, consequence of error refers (or does not refer) to the extent this job require the worker to compete or to be aware of competitive pressures.
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| − | :#Consequence of error (or does not assume) the worker determining his or her tasks, priorities, and goals.
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| − | :#In one's job, consequence of error refers (or does not refer) to the frequency of meeting strict deadlines.
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| − | :#Consequence of error refers (or does not refer) to the degree to which work is done remotely rather than at some specific physical location.
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| − | :#Employees should (not) avoid mistakes at all costs.
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| − | :#Consequence of error is (not) a structural job characteristic.
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| − | :#In one's job, degree of automation refers (or does not refer) to seriousness of the consequences of a mistake that cannot be corrected.
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| − | :#In one's job, degree of automation refers (or does not refer) to how automated the job is.
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| − | :#In one's job, degree of automation refers (or does not refer) to how much the job offers decision making freedom and work under little-to-no supervision.
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| − | :#In one's job, degree of automation refers (or does not refer) to how frequently the worker is required to make decisions that affect other people, the financial resources, and/or the image and reputation of the organization.
| |
| − | :#In one's job, degree of automation refers (or does not refer) to the effect of the worker's decisions on co-workers and/or organizational results.
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| − | :#In one's job, degree of automation refers (or does not refer) to the importance of being very exact or highly accurate in performing the job.
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| − | :#In one's job, degree of automation refers (or does not refer) to the extent this job require the worker to compete or to be aware of competitive pressures.
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| − | :#Degree of automation (or does not assume) the worker determining his or her tasks, priorities, and goals.
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| − | :#In one's job, degree of automation refers (or does not refer) to the frequency of meeting strict deadlines.
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| − | :#Degree of automation refers (or does not refer) to the degree to which work is done remotely rather than at some specific physical location.
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| − | :#Degree of automation is (not) a structural job characteristic.
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| − | :#In one's job, duration of typical workweek refers to number of hours typically worked in one week.
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| − | :#Duration of typical workweek is (not) a structural job characteristic.
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| − | :#In one's job, freedom to make decisions refers (or does not refer) to seriousness of the consequences of a mistake that cannot be corrected.
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| − | :#In one's job, freedom to make decisions refers (or does not refer) to how automated the job is.
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| − | :#In one's job, freedom to make decisions refers (or does not refer) to how much the job offers decision making freedom and work under little-to-no supervision.
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| − | :#In one's job, freedom to make decisions refers (or does not refer) to how frequently the worker is required to make decisions that affect other people, the financial resources, and/or the image and reputation of the organization.
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| − | :#In one's job, freedom to make decisions refers (or does not refer) to the effect of the worker's decisions on co-workers and/or organizational results.
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| − | :#In one's job, freedom to make decisions refers (or does not refer) to the importance of being very exact or highly accurate in performing the job.
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| − | :#In one's job, freedom to make decisions refers (or does not refer) to the extent this job require the worker to compete or to be aware of competitive pressures.
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| − | :#Freedom to make decisions (or does not assume) the worker determining his or her tasks, priorities, and goals.
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| − | :#In one's job, freedom to make decisions refers (or does not refer) to the frequency of meeting strict deadlines.
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| − | :#Freedom to make decisions refers (or does not refer) to the degree to which work is done remotely rather than at some specific physical location.
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| − | :#Freedom to make decisions is (not) a structural job characteristic.
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| − | :#In one's job, frequency of decision making refers (or does not refer) to seriousness of the consequences of a mistake that cannot be corrected.
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| − | :#In one's job, frequency of decision making refers (or does not refer) to how automated the job is.
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| − | :#In one's job, frequency of decision making refers (or does not refer) to how much the job offers decision making freedom and work under little-to-no supervision.
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| − | :#In one's job, frequency of decision making refers (or does not refer) to how frequently the worker is required to make decisions that affect other people, the financial resources, and/or the image and reputation of the organization.
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| − | :#In one's job, frequency of decision making refers (or does not refer) to the effect of the worker's decisions on co-workers and/or organizational results.
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| − | :#In one's job, frequency of decision making refers (or does not refer) to the importance of being very exact or highly accurate in performing the job.
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| − | :#In one's job, frequency of decision making refers (or does not refer) to the extent this job require the worker to compete or to be aware of competitive pressures.
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| − | :#Frequency of decision making (or does not assume) the worker determining his or her tasks, priorities, and goals.
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| − | :#In one's job, frequency of decision making refers (or does not refer) to the frequency of meeting strict deadlines.
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| − | :#Frequency of decision making refers (or does not refer) to the degree to which work is done remotely rather than at some specific physical location.
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| − | :#Frequency of decision making is (not) a structural job characteristic.
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| − | :#In one's job, impact of decisions refers (or does not refer) to seriousness of the consequences of a mistake that cannot be corrected.
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| − | :#In one's job, impact of decisions refers (or does not refer) to how automated the job is.
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| − | :#In one's job, impact of decisions refers (or does not refer) to how much the job offers decision making freedom and work under little-to-no supervision.
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| − | :#In one's job, impact of decisions refers (or does not refer) to how frequently the worker is required to make decisions that affect other people, the financial resources, and/or the image and reputation of the organization.
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| − | :#In one's job, impact of decisions refers (or does not refer) to the effect of the worker's decisions on co-workers and/or organizational results.
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| − | :#In one's job, impact of decisions refers (or does not refer) to the importance of being very exact or highly accurate in performing the job.
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| − | :#In one's job, impact of decisions refers (or does not refer) to the extent this job require the worker to compete or to be aware of competitive pressures.
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| − | :#Impact of decisions (or does not assume) the worker determining his or her tasks, priorities, and goals.
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| − | :#In one's job, impact of decisions refers (or does not refer) to the frequency of meeting strict deadlines.
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| − | :#Impact of decisions refers (or does not refer) to the degree to which work is done remotely rather than at some specific physical location.
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| − | :#Impact of decisions is (not) a structural job characteristic.
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| − | :#In one's job, importance of being exact or accurate refers (or does not refer) to seriousness of the consequences of a mistake that cannot be corrected.
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| − | :#In one's job, importance of being exact or accurate refers (or does not refer) to how automated the job is.
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| − | :#In one's job, importance of being exact or accurate refers (or does not refer) to how much the job offers decision making freedom and work under little-to-no supervision.
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| − | :#In one's job, importance of being exact or accurate refers (or does not refer) to how frequently the worker is required to make decisions that affect other people, the financial resources, and/or the image and reputation of the organization.
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| − | :#In one's job, importance of being exact or accurate refers (or does not refer) to the effect of the worker's decisions on co-workers and/or organizational results.
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| − | :#In one's job, importance of being exact or accurate refers (or does not refer) to the importance of being very exact or highly accurate in performing the job.
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| − | :#In one's job, importance of being exact or accurate refers (or does not refer) to the extent this job require the worker to compete or to be aware of competitive pressures.
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| − | :#Importance of being exact or accurate (or does not assume) the worker determining his or her tasks, priorities, and goals.
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| − | :#In one's job, importance of being exact or accurate refers (or does not refer) to the frequency of meeting strict deadlines.
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| − | :#Importance of being exact or accurate refers (or does not refer) to the degree to which work is done remotely rather than at some specific physical location.
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| − | :#Importance of being exact or accurate is (not) a structural job characteristic.
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| − | :#Employees should (not) be highly accurate and detail oriented.
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| − | :#In one's job, importance of repeating same tasks refers (or does not refer) to the importance of repeating the same physical activities (e.g., key entry) or mental activities (e.g., checking entries in a ledger) over and over, without stopping, to performing this job.
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| − | :#Importance of repeating same tasks is (not) a structural job characteristic.
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| − | :#In one's job, level of competition refers (or does not refer) to seriousness of the consequences of a mistake that cannot be corrected.
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| − | :#In one's job, level of competition refers (or does not refer) to how automated the job is.
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| − | :#In one's job, level of competition refers (or does not refer) to how much the job offers decision making freedom and work under little-to-no supervision.
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| − | :#In one's job, level of competition refers (or does not refer) to how frequently the worker is required to make decisions that affect other people, the financial resources, and/or the image and reputation of the organization.
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| − | :#In one's job, level of competition refers (or does not refer) to the effect of the worker's decisions on co-workers and/or organizational results.
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| − | :#In one's job, level of competition refers (or does not refer) to the importance of being very exact or highly accurate in performing the job.
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| − | :#In one's job, level of competition refers (or does not refer) to the extent this job require the worker to compete or to be aware of competitive pressures.
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| − | :#Level of competition (or does not assume) the worker determining his or her tasks, priorities, and goals.
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| − | :#In one's job, level of competition refers (or does not refer) to the frequency of meeting strict deadlines.
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| − | :#Level of competition refers (or does not refer) to the degree to which work is done remotely rather than at some specific physical location.
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| − | :#Level of competition is (not) a structural job characteristic.
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| − | :#Structured versus unstructured work refers (or does not refer) to the difference between little-to-no and comprehensive instructions for the worker to perform his or her job.
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| − | :#In one's job, structured work refers (or does not refer) to seriousness of the consequences of a mistake that cannot be corrected.
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| − | :#In one's job, structured work refers (or does not refer) to how automated the job is.
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| − | :#In one's job, structured work refers (or does not refer) to how much the job offers decision making freedom and work under little-to-no supervision.
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| − | :#In one's job, structured work refers (or does not refer) to how frequently the worker is required to make decisions that affect other people, the financial resources, and/or the image and reputation of the organization.
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| − | :#In one's job, structured work refers (or does not refer) to the effect of the worker's decisions on co-workers and/or organizational results.
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| − | :#In one's job, structured work refers (or does not refer) to the importance of being very exact or highly accurate in performing the job.
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| − | :#In one's job, structured work refers (or does not refer) to the extent this job require the worker to compete or to be aware of competitive pressures.
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| − | :#Structured work (or does not assume) the worker determining his or her tasks, priorities, and goals.
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| − | :#In one's job, structured work refers (or does not refer) to the frequency of meeting strict deadlines.
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| − | :#Structured work refers (or does not refer) to the degree to which work is done remotely rather than at some specific physical location.
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| − | :#Structured work is (not) a structural job characteristic.
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| − | :#In one's job, unstructured work refers (or does not refer) to seriousness of the consequences of a mistake that cannot be corrected.
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| − | :#In one's job, unstructured work refers (or does not refer) to how automated the job is.
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| − | :#In one's job, unstructured work refers (or does not refer) to how much the job offers decision making freedom and work under little-to-no supervision.
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| − | :#In one's job, unstructured work refers (or does not refer) to how frequently the worker is required to make decisions that affect other people, the financial resources, and/or the image and reputation of the organization.
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| − | :#In one's job, unstructured work refers (or does not refer) to the effect of the worker's decisions on co-workers and/or organizational results.
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| − | :#In one's job, unstructured work refers (or does not refer) to the importance of being very exact or highly accurate in performing the job.
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| − | :#In one's job, unstructured work refers (or does not refer) to the extent this job require the worker to compete or to be aware of competitive pressures.
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| − | :#Unstructured work (or does not assume) the worker determining his or her tasks, priorities, and goals.
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| − | :#In one's job, unstructured work refers (or does not refer) to the frequency of meeting strict deadlines.
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| − | :#Unstructured work refers (or does not refer) to the degree to which work is done remotely rather than at some specific physical location.
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| − | :#Unstructured work is (not) a structural job characteristic.
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| − | :#In one's job, time pressure refers (or does not refer) to the frequency of meeting strict deadlines.
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| − | :#Time pressure is (not) a structural job characteristic.
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| − | :#Work schedule is (not) a structural job characteristic.
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| − | :#In one's job, work virtualization refers (or does not refer) to seriousness of the consequences of a mistake that cannot be corrected.
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| − | :#In one's job, work virtualization refers (or does not refer) to how automated the job is.
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| − | :#In one's job, work virtualization refers (or does not refer) to how much the job offers decision making freedom and work under little-to-no supervision.
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| − | :#In one's job, work virtualization refers (or does not refer) to how frequently the worker is required to make decisions that affect other people, the financial resources, and/or the image and reputation of the organization.
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| − | :#In one's job, work virtualization refers (or does not refer) to the effect of the worker's decisions on co-workers and/or organizational results.
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| − | :#In one's job, work virtualization refers (or does not refer) to the importance of being very exact or highly accurate in performing the job.
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| − | :#In one's job, work virtualization refers (or does not refer) to the extent this job require the worker to compete or to be aware of competitive pressures.
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| − | :#Work virtualization (or does not assume) the worker determining his or her tasks, priorities, and goals.
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| − | :#In one's job, work virtualization refers (or does not refer) to the frequency of meeting strict deadlines.
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| − | :#Work virtualization refers (or does not refer) to the degree to which work is done remotely rather than at some specific physical location.
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| − | :#Work virtualization is (not) a structural job characteristic.
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| − | ==See also== | + | ===Summary=== |
| − | *[[Work Competences]]. The last [[presentation]] in [[Introduction to Employment]].
| + | :This concludes the ''Work Environments'' presentation. We have defined [[work environment]] and taken a look at the [[Work Motivation Model]] and [[Job Characteristics Model]]. We mentioned [[employee compensation]] and [[work-life fit]]. Separate stops were made by [[core job dimension]]s and various parts of [[task structure]]s. If you haven't done yet so, you are now welcome to move to [[Sought Competences]]. |
| − | *[[Nature of Occupations]]. The second [[presentation]] in [[Introduction to Employment]].
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| | [[Category: Orientation Curriculum]][[Category:Presentations]] | | [[Category: Orientation Curriculum]][[Category:Presentations]] |
