Task Attributes
Task Attributes (hereinafter, the Lectio) is the second lesson part of the Nature of Work lesson that introduces its participants to work characteristics and related topics.
This lesson belongs to the Introduction to Employment session of the CNM Cyber Orientation. The Orientation is the second stage of the WorldOpp Pipeline.
Content
The predecessor lectio is Job Dimensions.
Key terms
- Task (or job task). The lowest level of enterprise effort. In Agile methodology, a task is a single unit of work broken down from a user story. In project management, a task is a generic term for work that is not included in the work breakdown structure, but potentially could be a further decomposition of work by the individuals responsible for that work. A job task is usually completed by just one person and is a part of an activity.
- Task performance. The combination of effectiveness and efficiency at doing core job tasks.
- Task structure. One of Fiedler's situational contingencies that describes the degree to which job assignments are formalized and structured.
- Task attribute.
- Consequence of error. How serious would the result usually be if the worker made a mistake that was not readily correctable?
- Degree of automation. How automated is the job?
- Freedom to make decisions. How much decision making freedom, without supervision, does the job offer?
- 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?
- Importance of being accurate. How important is being very exact or highly accurate in performing this job?
- 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?
- Level of competition. To what extent does this job require the worker to compete or to be aware of competitive pressures?
- 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.)
- Work schedule. How regular are the work schedules for this job and what is the number of hours typically worked in one week?
- Work virtualization. The degree to which work is done remotely rather than at some specific physical location.
Script
- Job tasks are not created equal. So are work demands and resources to handle them.
- Some job assignments are more formalized, some are less. The degree of that formalization is known as task structure. Structured tasks come with predetermined objectives, priorities, and procedures. Unstructured tasks require employees to take risks and make their own decisions.
- Work demands are responsibilities, pressures, obligations, and even uncertainties that individuals face in the workplace. High demands often impose high psychological stress on the worker and require stronger stress coping skills.
- Time pressure is probably the most recognizable among these demands. This pressure refers to meeting strict deadlines and, as the result, emergency work schedules.
- Competitive pressures are another example of the demands. Level of competition refers to the extent to which the task require the worker to compete or to be aware of competition.
- Other task attributes that are worthy to be mentioned include frequency of decision-making, importance of being accurate, importance of repeating same tasks, and consequence of error. Workplace conditions are a separate source of work demands.
Closing
- Are you best at structured tasks, unstructured ones, or both? --Yes/No/I'm not sure/Let me think/Let's move on
Workplace Conditions is the successor lectio.
Questions
Placement entrance exam
- "Error" questions:
- In one's job, consequence of error refers (or does not refer) to seriousness of the consequences of a mistake that cannot be corrected.
- In one's job, consequence of error refers (or does not refer) to how automated the job is.
- 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.
- 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.
- 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.
- 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.
- 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.
- Consequence of error (or does not assume) the worker determining his or her tasks, priorities, and goals.
- In one's job, consequence of error refers (or does not refer) to the frequency of meeting strict deadlines.
- Consequence of error refers (or does not refer) to the degree to which work is done remotely rather than at some specific physical location.
- Employees should (not) avoid mistakes at all costs.
- Consequence of error is (not) a structural job characteristic.
- "Pressure" questions:
- In one's job, time pressure refers (or does not refer) to the frequency of meeting strict deadlines.
- Time pressure is (not) a structural job characteristic.
