Job Design

Design Parameters
• Level and breadth of job content
– Jon Enlargement : Many tasks impounded in the
job, all at the same basic level

– Job Enrichment : The tasks impounded in the job

vary vertically in the sense that a line worker
might also be involved in materials flow,
scheduling output and so on.
 Job Design Continuum
Self-directed Teams

Increasing
Empowerment reliance on
employee’s
contribution and
Enrichment increasing
responsibility
accepted by the
Enlargement employee

Specialization

Job Expansion
Balancing empowerment with control system
 Belief Boundary
Core Risks to be Systems
Systems avoided
Values

Business
Strategy

Critical
Strategic
Performance Diagnostic
Interactive Uncertainties Variables Control
Control
Systems
Systems
 Diagnostic Control

– Goal setting
– Constant monitoring
– Connected to reward
 Belief Systems

• Companies have used beliefs systems for years in an effort to

articulate the values and direction that senior managers want their
employees to embrace

• Typically, belief systems are concise , value-laden and inspirational

• How the organization creates value (Best customer service in the

world), the level of performance the organization strives for (pursuit
of excellence), and how individuals are expected to manage both
internal and external relationships(respect for the individual)
 Boundary Systems

• Ask yourself the question, if I want my employees to be

creative , am I better off telling them what to do or telling
them what not to do?

• Telling people what to do by establishing standard operating

procedures and rule books discourages the initiatives and
creativity unleashed by empowered employees

• Telling them what not to do allows innovation, but within

clearly defined limits.
 Interactive Control

• Interactive control systems focus on constantly changing information that senior

managers consider potentially strategic
 Dejobbing?

• In a dejobbed environment, tasks are

performed by consultants, independent
contractors and fulltime employees who
tackle a series of varied assignments, usually
as part of a cross-functional team.
 Job Sculpting
• Job sculpting is the art of matching people
to jobs that allow their deeply embedded life
interests to be expressed. It is the art of
forging a customized career path in order to
increase the chance of retaining talented
people.
 Job should provide:
• Skill Variety : Requiring the worker to use a variety of skills and
talents
• Job Identity: Allowing the worker to perceive the job as a
whole and recognize a start and a finish.
• Job Significance: Providing a sense that the job has impact on
the organization and society
• Autonomy: Offering freedom, independence, and discretion
• Feedback: Providing clear, timely information about
performance
 Difference between Job Design and Job
Analysis?
• Job Design is the process by which a job may
be made interesting , giving more freedom
and autonomy to employees and making it
less tedious.

• Job analysis provides basic information about 

a job; this information is utilized in job
designing .
 Job Analysis Methodology
• Diaries and logs
• Job analysis interviews – SME groups – 5 to 10 members
• Critical Incident Techniques
• Repertory Grid- The names of people are written on cards,
separated into 2 piles – one for good performers and one
for poor
• Checklist/Inventories
– PAQ
– Hay System
• Behaviorally anchored Rating scale (BAR)
• Competency based Approach
METHODS OF JOB ANALYSIS: Critical Incidents method

• Trained jobholders with experience are asked to

identify key dimensions of their job

• Specific critical incidents which relate to success

of job or job failure are enumerated

• The incidents are ranked based on importance

• They guide in HR planning for job specifications

 Position Analysis Questionnaire

• PAQ has 194 items

• Categories:
– Information Input
– Mental Processes
– Work Output
– Relationship with others
– Job context
– Job Characteristic
Example of PAQ
 METHODS OF JOB ANALYSIS: The HAY System

• Used extensively for compensation and organizational analysis

• Three key factors to analyze each job:

-Know How
-Problem Solving
-Accountability

• Points are assigned to each factor for level of knowledge required

 Behaviorally Anchored Rating Scales

• Used for performance appraisal and job analysis

• Each job is analyzed and divided into small number of key dimensions

• Behavioral statements are developed for each dimension

• Statements range from examples of superior performance to

unsuccessful performance

• Anchoring the statements by assigning numerical values

• Provides a qualitative and quantitative comparison of jobs

 BAR
Participation and contribution to team Projects
Make an extra effort and put in extra time to help team finish a project

Initiate team discussion on how to solve problems

Participate in problem solving by sharing good ideas

Friendly and cooperative while working with others

Socialize while other team members are working

 Position Analysis Questionnaire

• PAQ has 194 items

• Categories:
– Information Input
– Mental Processes
– Work Output
– Relationship with others
– Job context
– Job Characteristic
Example of PAQ
Competency Based Approaches
 Competency?

• Competencies are
– Generic knowledge
– Motive
– Trait
– Social role
– Skill of a person
Linked to superior performance on the job.
 Core versus Role Competency?
• Core competencies every member of
organization is required to possess

• Role competencies are shared by different

positions within an organization
 Decision Making & Judgment

• Definition
• Makes timely, informed decisions that take into account the facts, goals,
constraints, and risks.
• Behavioral Indicators
• Gathers data and others’ input when making decisions. Considers lessons learned
from experience, differing needs, and the impact of the decision on others.
• Balances analysis, wisdom, experience, and perspective when making decisions.
• Finds solutions that are acceptable to diverse groups with conflicting interests and
needs.
• Weighs the pros and cons of each option before making a decision and moving
forward.
• Can explain the rationale for a decision.
• Makes necessary decisions even when information is limited or unclear.
• Learns from the consequences of decisions.
 Communication
⬜ Definition: Being receptive to the verbal and
nonverbal Definition: Being receptive to the verbal
and nonverbal cues and understand the message,
and articulate ideas effectively to be understood

RUBRIC
⬜ Low: The candidate exhibits difficulty in
demonstrating interest while others are speaking
and is inarticulate
⬜ Medium: The candidate listens effectively and can
be understood (but struggles to engage others)
⬜ High: The candidate demonstrates interest through
verbal and nonverbal cues consistently and speaks
in a manner that engages the listener
 Techniques for measuring Competency

• Interview
• Stressed Situation
• Simulation Exercises
• In –Tray Exercise
Interview
 Behavior based interviews/ observations

• Past behavior is the single biggest predictor of

future behavior
 APRIL Questioning Technique

A AREA What is the context of the year?

P PROCESS How does the person go about it?

R REASON Why does the person do it this way?

I IMPACT How much has the person achieved?

L LEARNING What has the person learnt?