2. 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 WORKER’S JOB HAS A
FUNDAMENTAL IMPACT ON HIS/HER
EXPERIENCE OF WORK.
•RECENT WORK ON THE SUBJECT
TYPICALLY RECOMMENDS EXPANDING
JOBS TO ENHANCE FLEXIBILITY AND
IMPROVE JOB SATISFACTION.
3. Definition of job design:
Principles underlying the organisation 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 IT’S SUPERIORS, SUBORDINATES AND
COLLEGUES.
5. Approaches to job design
Scientific
Management
HUMAN APPCH
MOTIVATE
Tasks organised
into highly
specialised jobs
Managers design
tasks and speed of
work
Minimised skill
requirements
IMPROVE WORK
CONDITIONS
6. FACTORS AFFECTING JOB DESIGN
ORG FACTORS
ENVNT FACTOR
BEHAVIORAL
ELEMENTS
CHR OF WORK
EMPLOYEE ABILITY
FEED BACK
WORK FLOW
SOCIAL AND
CULTURAL
AUTOMONY
ERGONOMICS
WORK PRACTICES
USE OF ABILITIES
VARIETY
7. 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 operationalised through job
design.
8. A note of caution
Plenty of twenty-first-century jobs are still
apparently designed in a ‘Taylorist’ 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 individual’s week. Work
rarely consumes more than 30 per cent of
this time.’
9. TECHNIQUES OF JOB
REDESIGN
WORK
SIMPLIFICATION
JOB ROTATION
JOB
ENLARGEMENT
MECH PACING
AND REPETITIVE
LITTLE VARIATIONS
KEEPING IN VIEW
SKILLS
VARIETY
PRE DETERMINED
TOOLS AND
PROCEDURE
SHIFT CHANGE
RECOG AND
UTILIZE HIS
ABILITIES
RESTD
INTERACTION AND
FEWER SJILL
REQMT
COMPLETE ASSY
JOB
ENRICHMENT
FREEDOM AND
RESPONSIBILITIES
