JOB

DESIGN
"COMPETITIVE SALARY"
We remain competitive by paying less than our
competitors.

JOB DESIGN IS NOT A NEW

CONCEPT:
MANAGEMENT ITSELF
EMERGED PARTLY AS AN
ATTEMPT TO DESIGN,
STRUCTURE AND SUPERVISE
JOBS WITH A VIEW TO
IMPROVING PERFORMANCE.
LINKS TO MOTIVATION
BECAUSE THE NATURE OF A
WORKERS JOB HAS A
FUNDAMENTAL IMPACT ON
HIS/HER EXPERIENCE OF
WORK.
RECENT WORK ON THE
SUBJECT TYPICALLY

DEFINITION OF JOB DESIGN:

Principles underlying the organization of jobs, in
particular the relative number and variety of
required tasks and the extent of worker discretion
in performing the job(s).

Job design is defined as the process of deciding on

the content of job in terms of duties AND
RESPONSIBILITIES; ON THE METHODS TO BE USED
IN CARRYING OUT THE JOB, INTERMS OF
TECHNIQUE, SYSTEM AND PRCEDURE AND ON THE
RELATIONSHIPS THAT SHOULD EXIST BETWEEN JOB
HOLDER AND ITS SUPERIORS, SUBORDINATES AND
COLLEGUES.

GOA
L

Organizati
on NEED

Individual
NEED

APPROACHES TO JOB DESIGN:

Job charge
Scientific
Management Approach

Human
Approach

Tasks
Skill variety
organised into
MOTIVATE
Task identity
highly
IMPROVE
specialised jobs Task significance
WORK
Autonomy
Managers
CONDITIONS
Feedback
design tasks
and speed of
work

Minimised skill
requirements

FACTORS AFFECTING JOB

DESIGN

ORGANIZATIO
N FACTORS
CHARGE OF
WORK
WORK FLOW
ERGONOMICS
WORK
PRACTICES

ENVIROMENTA
L FACTOR

EMPLOYEE
ABILITY
SOCIAL AND
CULTURAL

BEHAVIORAL
ELEMENTS

FEED BACK
AUTOMONY
USE OF
ABILITIES
VARIETY

JOB DESIGN CONCEPTS FROM JAPAN:

Teamwork eg via quality circles
Multi-skilling
Total Quality Management (TQM)
Single-status employment conditions frame job
design principles

Many employers now accept that quality issues

should be the concern of all workers, and that this
should be operationalized through job design.

A NOTE OF CAUTION:

Plenty of twenty-first-century jobs are still

apparently designed in a Taylors way eg
scripted call centre work and fast-food
operations.

Not every employee is looking for a challenging

job. Many workers meet their higher-order needs
off the job. There are 168 hours in every
individuals week. Work rarely consumes more
than 30 per cent of this time.

JOB REDESIGN TECHNIQUES:

WORK
SIMPLIFICATI
ON
MECH PACING
AND
REPETITIVE

PRE
DETERMINED
TOOLS AND
PROCEDURE
RESTD
INTERACTION
AND FEWER
SJILL REQMT

JOB
ROTATION

JOB
ENLARGEME
NT

LITTLE
VARIATIONS
KEEPING IN
VIEW SKILLS

VARIETY

SHIFT CHANGE

RECOG AND
UTILIZE HIS
ABILITIES

COMPLETE
ASSY

JOB
ENRICHMENT

FREEDOM AND
RESPONSIBILITIES