Job design copy
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Transcript of Job design copy
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JOB DESIGN
• It is an organization of activities to create the optimum level of performance.
• Can also be defined as “specification of the contents, methods, and relationships of jobs in order to satisfy technological and organizational requirements as well as the social and personal requirements of the job holder.” Buchanan, D. (1979) - The Development of Job Design Theories and Techniques.
• It primarily focuses in on designing the process of transformation of inputs into outputs and considers the human and organizational factors that impact that transformation.
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It involves systematic attempts to organize tasks, duties, and responsibilities in to a unit of work to achieve certain objectives (profit/wealth/value maximization, job satisfaction, productivity).
In short, it is the process by which managers decide individual job tasks and authority.
In overall, it should address these basic questions: What motivates people to work? What job characteristics are significant? How are job design alternatives to be identified? What job design changes are to be implemented?
Contd….
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GOALS OF JOB DESIGN
High Level of Job Satisfaction High level of Job Performance
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ELEMENTS OF JOB DESIGN
Task Analysis
Worker Analysis
Environmental Analysis
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TASK ANALYSIS
Determines
What tasks will be done
How each task will be done
How the tasks fit together to form a job
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WORKER ANALYSIS
Determines
Capabilities the worker must possess
Responsibilities the worker will have
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ENVIRONMENTAL ANALYSIS
Used to analyze physical environment including: Location Lighting Temperature Noise Ventilation
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FACTORS AFFECTING JOB DESIGN
Organizational Factor
Environmental Factor
Behavioral Factor
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ORGANIZATIONAL FACTOR
Work Flow
Ergonomics (study of how a workplace and the equipment used there can best be designed for comfort, efficiency, safety, and productivity)
Work Practices
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ENVIRONMENTAL FACTOR
Employee Abilities and Availability
Social and Cultural Expectation
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BEHAVIORAL FACTOR
Feedback
Use of abilities
Variety
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CHARACTERISTICS OF JOB DESIGN Variety
removal of repetitiveness skill variety
Autonomy removal of no choice of tools or methods removal of mechanical pacing decision making
Use of Capacities removal of minimum skill requirements removal of surface mental attention learning time challenge
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CONTD… Progress/Career Path
achievement perceived opportunities for advancement growth in competence continuous learning desirable future
Intrinsically Meaningful Work removal of minute subdivision of
product/process task identity (seeing relationship of task
to whole/end product)
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CONTD… Socially Meaningful Work
task significance need to relate work and social life
Interaction interaction opportunities social support and recognition
Knowledge of Results recognition Feedback
Responsibility accountability choice over tools and methods
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HOW ARE JOB DESIGN ALTERNATIVES TO BE IDENTIFIED? (HILL, 1971; TAYLOR, 1975; SUSMAN, 1976) Includes 5 steps:1. Scanning (initial analysis of system inputs, outputs,
organization structure and workplace layout)2. Technical Analysis (similar to process
mapping...identifies system operations and key variances. Variances are classified as having an affect on output quality, output quantity, operating costs and social costs)
3. Internal Systems Analysis (social system analysis; survey of perceptions of work roles; maintenance system analysis; supply and user system analysis)
4. Proposals for Change and Implementation
Sample Outputs: Work Flow Re-Design; Re-organization/Work Group Implementation; Revised Job Descriptions; Revised Career Paths
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TECHNIQUES OF JOB DESIGN Individual Design Option
Job Simplification Job Specialization Job Enlargement Job Enrichment Job Rotation
Group Design Option Work Teams Autonomous Work Group
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INDIVIDUAL DESIGN OPTION Job Simplification
The variety and difficulty of task performed by a single person are reduced .
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Job Specialization It involves breaking jobs into small
component parts, assigning specialists to do each tasks.
It is found specially in manufacturing and service industry.
Advantages: More efficiency Lowe training cost People learn jobs more quickly Better person/job matching
Disadvantages: Less Flexibility Repetitive, boring tasks No opportunities to develop and acquire new skills
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Job Enlargement
It is an expansion of the number of different tasks preformed by an employee.
Fewer workers are needed with the new technology, and each employee has to be able to perform a greater number and variety of task.
It increases the scope of job through extending the range of its job duties and responsibilities.
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Job Enrichment
More advanced technology tends to cause job enrichment.
It provides greater responsibility, recognition and opportunities for growth and development.
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JOB ENRICHMENT STRATEGIES
Empowering employees Giving employees more autonomy Feeling of control and self – efficacy
Forming natural work units Completing an entire task Assigning employees to specific clients
Establishing client relationship Employees put in direct contact with
clients
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Job Rotation
Moving employees from one job to another to give them greater variety of tasks so that to help preventing boredom and increase flexibility.
It is aimed to meet the overall equal at work program objective of attempting to develop new and more inclusive models of recruitment and in work progression.
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GROUPDESIGN OPTION Work Teams
Effective work teams magnify the accomplishment of individual employees.
Cross-functional, multi skilled, and self directed employees.
Autonomous Work Group It encourages work group to manage its
own work and working practice
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JOB DESIGN CONTINUUM
Specialization
Enlargement
Self-directed teams
Empowerment
Enrichment
Figure 10.3
Job expansion
Increasing reliance on employee’s contribution and increasing responsibility accepted by employee
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TOOLS OF JOB DESIGN
Process Flowchart Motion Study Work measurement
Stopwatch time study Standard elemental times Work Sampling Learning Curve
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CURRENT TRENDS IN JOB DESIGN Flextime Compressed Workweek Job Sharing Telecommuting Quality control Cross selling Employee involvement Extensive use of temporary workers Increasing women workforce
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OUTCOMES OF JOB DESIGN
•Greater job control = increased subjective and objective
job performance, lower absenteeism, and lower turnover
•Better social support = increased subjective and
objective job performance, lower absenteeism, and lower
turnover
•Better working relationships = lower withdrawal
behavior, better team performance, lower absenteeism,
and lower turnover
•Well-designed job roles = lower withdrawal behavior,
better self-rated performance, and lower turnover
•Greater job demands = increased subjective and
objective job performance and lower absenteeism
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OUTCOMES OF JOB DESIGN … CONTD…•Performance and productivity (move beyond how much is produced
to issues about quality, efficiency, reduced costs, responsiveness to
customers, effectiveness of product, reduction of waste, etc.; will also
include aspects such as innovativeness, entrepreneurship (internal
mobility and innovativeness), spontaneity, use of initiative, flexibility, and
adaptation to change)
•Safety and accident reduction (effectiveness is also assessed in
terms of the reduction in accidents or incidents and valuing safety of
employees as an important organizational outcome)
•Learning and development (focus on longer term outcomes such as
career development, employee development)
•Outside work (understanding that work and non-work are inter-related;
effective organizations are those that value non-work life, leisure
activities, family involvement, reduced travel time, improved overall
physical health and well-being)
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REFERENCE
1. Foundation of Human Resource Management by Dr. Govind Ram Agrawal
2. Kul Narsingh Shrestha3. Devid A. Decenzo4. Stephen P. Robbins
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THANK YOU