__Job Analysis and jot, nent in selecting a match for applicants are assessed of qualitics metsiotadl is fob greet : statement. THE job Hcscription Ussis®s the candidate in ine requirements of the job which are be fulfilled by him. It alse heh Tanding ie ¢ of me ‘employee with job description. PS 10 appraisy of the actual performaree (CATION PREPARATION OF JOB SPT a, ~ ion job speeification is iypically developed with wy. various supervisors ‘rcs = the AS growth of oh deseript an outgen' pao ‘een ‘un coordinates the writing of the job specificatio DMS ag cooperation of rim nisation. The sonnel dep ‘ficali organisation The pet cent on UE qualifications desired. bout the jobs. the personnel depart, f a supervisor concerning ae ike to ascertain that specifications = ining its goals. = GAZ : Job specification 5 the manager ney on the Basis As the super’ yf weightage to the st ‘ er will Ii organisation in attai qualifications but realistic. fait and designed 10” human resource managers have on the productivity and job abs often result in boredom to t employees. increasal and an increase in overall costs caf the be avoided with the help of proper job h between job requirements: and human ‘of the job and the interaction patterns developing appropriate design of job to ja terms of its duties and sob design is the. process of the contents of a job I deci carying owt ihe Job, 1 aE _ systems ‘ne job holder and his surerior. on hods 1 that should exist between work content (asks, functions. relationships). the jit ills, knowledge. abilities)for cach n is of comparatively recent origin. The considerable influence Job desig! realised that sequences 2 i o create 4 matel es organising the components fa work group. It helps in members 0! reward (intrinsic 20d extrinsic) amb job ina way that meet the needs of the employ Joh design is deliberate and Sy J. The first objective of job design is to meet such as high productivity, technical efficiency and qual 2: The second objective Is (0 satisfy the needs of the individual employ’ job satisfaction in terms of interest, challenge and achievement. eos such 34, The next objective is to integrate the needs of the individual with the requirements ‘of the organisation, gS Sos (i) The organisations should not take the particular configuration of jobs that exist at a specific point of time as unchangeable. With the technological changes, the business process changes and hence, there should be a change in job design and structure {a Job design or redesign should be undertaken only after carcful consideration is given to environmental, organisational, cost and behavioural factors. (ii) After job redesign, HR managers need to update job descriptions, specification and performance evaluation criteria. {ivy The reward system in the organisation should reflect the new roles and responsibilities caused by job design or redesign (x) The employees” desire for redesign should be given at least as much consideration as the cost and technical aspects of efficiency before developing and implementing | a job design and redesign programme. IMPORTANCE OF JOB DESIGN Job design is very important due to the following = (i) Job design is fundamental to the organisation on which the organisational structure rests. (i) A property designed job leads to higher productivity and optimum utilisation of manpower. (iii) Jobs are the building blocks ot task-authority structure of the organisation. These are also considered to be the micro-structural element to which employees most directly relate. iv) Jobs are usually designed to complement and support other jobs in the organisation so that ‘the overall organisational activities take place smoothly and effectively (w) Wrongly signed jobs can lead to role: ambiguity and conflict of interest. APPROACHES TO JOB DESIGN Various approaches to the job design are as explained below :-— 1, Traditional Approach Under the traditional approach, the organisation allocates duties and responsibilities consistent with the common practices and traditions. The traditional approach has many advantages °— Oa ts approach the procedures of recruitment, selections and fixation of remuneration are simplified.job Analysis and jap, > e's expectations, training and ey Mean, y eveloped OVEr 3 hu he 6.14 with employ’ his appre pisatio (di) This approach is consistent programmes. (Hi) I is easicr years and is aceept 2. Scientific Manage necting 30 1, principles ch has « implement since U able wo the org roach ‘ . ment APP in was developed by FAW. Taylor ang wae vemtfie mnanagement form the basis of desig y) iy « Mg Also known as eng! associates. In this appre’ salon aga wor Frere fully planned out by the managemen, cases complete written Instructiy rn mnt © EAE poelies fot Only WHat isto in” ote sh. This a al ied for dal he following pri least one day i a descritsing. in detail the © se eae Scientific ll nciples for designing 1, | components 10 impry, e roennical efFCieOSY: op best method of doing ihe task with the help gy ed with the help of time and a fic stint ¢ method 30 develop en y alysis tion, TO standardise th i) ' nadiies annie be selected (0 perfor w Specialisation. Workers should ensure specialisation. . The selected workers should be given a casks in the most efficient manne! and cost of training. Each worker should be made responsible for performing a single of the total task. Economic incentives should be used to reward efficient rm specific jobs only to \dequate training to help them in 1, Task fragmentation helps to forming theit reduce the ime (wt) Responsibility. operarion forming part vii) Monetary Rewards. performance. These principles 0! principles tend wo make productivity and lower costs. But this has the following limitations also: () The engineering approach fails to ta psychological needs of workers. As a consequence alienated and frustrated (ii) At the individual level it may lead Co r physical depression, maladjustments to family and community life. (iti) At org: i ) at eck orale Post quality consciousness, loss of interest it oe eae nd absenteeism, resistance to change and ¢ven riented approach 10 job design. “These fer a rational and task 0 in their jobs which leads to higher the job holders experts ke into consideration the social and majority of employees become illness, poor mental health, chronic_g aatysitand lob Design iv) Jobs designed on the basis environment characterised hy expectations of Workforce OAS of this his approach are Meteased ayy, HOU suitable in the modern Weness, | SS, IMproved education and rising g. Human Relations Approach qhe limitations of the scientific Management Approach pave ri Ise ch, This approach is base appre 5 S based upon th u we fi r jad-83. This approach concerned seit va Hawihorne studie vith the: iny 5 chological needs on productivity. The emphasi re y Mphasis was le: Initially, the Hawthorne investigators ai d I ie Investigators aime impact on productiy . the human relations onducted durin PAct Of employees’ social at ‘88.00 technical components of the find out those elements of environment which had a po ‘covered that the factors whic ity. To the surprise aRGH disco lors Which had a greatest impact siesta ahi ee er ere the social eraction pattern of vorker interactio ® ems he workers rather than the physical conditi . There findings led the investigators : itions of their jobs. objectives of . w to develop human relations approach with the c itating socal need gratification of the workers. {ii)_using non authoritarian leadership styles by supervisors and (iii) the fostering of effective work groups 4, Job Characteristics Approach The job characteristics approach is based upon the findings of Elton Mayo, Frederick Heraberg and other human relations experts. This approach like human relations approach also stresses on the social and psychological needs of the employees rather than on technical aspects of the job only. Job characteristics approach is the most popular behavioural approach and is based on the model given by Hackman and Oldham. This model assumes that there are three psychological states of a job holder that determine his motivation satisfaction and performance on the job. The states are > | i Experienced job holder experiences work as important and worth (ii) Experienced responsibility. eaningfulness, The degree to which the while. ‘The extent to which the job holder feels personally responsible and accountable for the results of the work performed. Knowledge of results. Information about how well he is performing the job. vat iences these states on the job. reat sense of motivauion when he experiences u the J : ey hard to perform well. ‘According to this approach, thus, motivation, formance should be integrated in the job design. i e dimensions of the job help in generating these psychological ires the worker 10 do kills and activities. (iii) The worke! He will always Wo! satisfaction and per" The following cor ' 3 ‘The degree to which the job requ differen states: he can use a number of different sI skill Variety. activities so that= pom Mnatyels as Tee i nd Joby ¥ d ich the job requires completion of (uy Task Identity. The degree (0 whi - identifiable piece of work fake The degree to which the job has a substansi Tusk Significance. al impact work and lives af arhers ont, | | (av) Autonomy. The degree to the individual in scheduling # discretion to be used for do the job (2) Feedback. The degree 10 Wi direct information about jab per All the job characteristic dimensions first three dimensions affect. whether OF Autonomy: determines the feeling of satisfaction for a j holder. ‘The three critica both inside and outside the organisation to which the job provides freedom, indepen, ; ais he work and in deciding the roost z im hich the job provides the individual with ¢ formance and out comes. Clear any | } | wid have psychological impact on the work: not workers view their work as ae sense of responsibilities the workers feel. Feedback allow * flop job well done by providing knowledge of results 10 the Ah intrinsic motivation for those people only whe high need for learning and growth on the job. This desire for personal les | ich serves as a motivator. This the a5 | accomplishment and growth is called growth need w stresses the point that workers will fel more satisfied if they view their jobs as meani If they are given adequate responsibility and if they receive feedback vepiclicg a } performance. This goal is achieved by focussing on the above mentioned five specifi: characteristics when designing the job The following chart shows in concise form tein characteristics theory :— I states provide i — | [_ermican sa —————j CRITICAL lp CORE JOB PERSONAL ANI DIMENSIONS PSYCHOLOGICAL |——— {| WORK STATES | | OUTCOMES SKILL VARIETY EXPERIENCED } TASK IDENTITY MEANINGFULNESS HIGH INTERNAL | WORK MOTIVATION | TASK SIGNIFICANCE. OF WORK HIGH QUALITY EXPERIENCED pstonomy ————» RESPONSBILITY FOR NORK PERFORMANCE (OUTCOMES OF THE WORK HIGH SATISFACTION WITH THE WORK KNOWLEDGE FEEDBACK —————> OF ACTUAL RESULTS OF LOW AB! SENTEE! THE WORK ACTIVITIES _| AND ARNE LOYEE GROWTH NEEDS STRENGTH The main limitation of thi f this j aus ae an injinasl PAG ee . Research studies indicate iy Sac these psychologic?! ne employees respond well to jobsanatysis andl fobs Desh yon Analy De ” xigned according 10 this approae ————— a : nis aprproech, whereas for others i bas no diucernible Weipa th on job, this Tr ae do not have a high need for learning and 86 c a § 0 g and gr oe SP Ataonal <7 tise, It will be a motivator for shose employces only who ee a Lory ‘on the job pobre iecll ty and growth, Thus, job satisfaction and pert ance oe s* perception of the job rather than actus] contents of the JOP g, gocio-Technical Systems Approach The socio-technical systems approach deals with both the technic: is, thercfore, an improvement over the cngineering 4PPros INSTITUTE nthe app fal and social aspects of cl hich considered OF HUMAN ligation of the wpe job he technical aspects of the job. TAVISTOCK only Wy TIONS, LONDON has carried out se RF jo-teehinieal approach to job design. several experiments Redesigning jobs through this approach requires the combi ervisors _ liege union representatives in analysing significant job of Hee eee ecneae “systems” view of the entire job situation and social environment. This approach is atational Because few jobs iNVONE identical technical requirements and Social surroundings Specifically. this approach requires tnt the job designer should carefully consider the cole of employee the socio- economic System, the nature of the tasks performed and the autonomy of the awork group. Essential elements of the socio technical approach are as follows + Job should be reasonably demanding for the ividval and yet provide some variely. should be @ continuous Process. Employees should be able to learn on the job. It Employees should have some minimum area of decision making. Employe should have some minimum degree of social support at work place. Employees need (0 be able to relate what they do and what they produce to social life. ned efforts of employees. perations. Jobs are including its sup dest phy arid recognition their there is litle empirical approach, this approach also depends amployees these factors may lead to not have any impact. ussed below * obablistic and has an intuitive appeal. But Like the job characteristics ff employees. For some e while for some others, it may job design and redesign are disc This approach is pr evidence to Support it upon the perception of motivation and satisfaction, The various techniques of. METHODS OF JOB DESIGN __ 1. Job Simplification In job simplification, the complete subparts. This is done job is broken down into small so that employees can do these jobs without much speciali small so that the complete operation operations of the job can also be performed simultaneously can be done more quickly. For job simplification, generally time and used.fob Analysis rf 24 Jos 0, oe 2, Job Rotation z iployee from one job to another j, o impies te an cpa relief from the boredeas cy working group *° “ this approach as merely a ‘one 2 Herzberg charaerrt mplics transfer 10 3 Jo af same Tevel and stats. rae Sera tafe? This transfer may Be AVE 0 3 devel sone Topee has to spend some tic 1M one activity and they here the emipity y be due to situational factor which aM i 5 y i ne crivit) Job rotation: shifted to another acti her job ta meet the aceds of work scheduling. Joh rogge shifting the employee res ee ms also a part of management programme to develop 2 sh rotation technique has the following advantages: a Lea of job rotation is that it relieves the employee from, » boredom and monotony of doing the same job - (ii) The employee experiences variety of work, workplace and peer group (iif) Job rotation helps 10 broaden the knowledge and skills of an employee (iv) Job rotation broadens the work experience of employees and Tums specialists in, generalists. (1) It is beneficial for the management also as the management gets employees wh, can perform a variety of tasks to meet the contingencies. (vt) This method improves the self image and personal worth of the employees (si) With the help of thas method, people become more flexible. They are prepared iy assume greater responsibility especially at other positions. Disadvantages. Job rotation despite the advantages has a very limited potential. Some of its major drawbacks are as follows (i) The employees who want to perform challenging jobs feel frustrated. Even though they are shifted 10 new positions but it is only a horizontal shifting. Instead of performing one monotonous. job, they are made to perform several jobs of the same nature. (ii) Frequent shifting of employees may cause interruptions in the work routine of the organisation. (iii) Job rotation may lead to increase in costs and decrease in productivity due to shifting of employees to new positions just when their efficiency on particular joh has started improving. (i) The employees who want specific responsibility in a cl ibe av demotivated pec ponsibility in a chosen speciality may feel Win fi OF Feng § D for another pe ety. _ ©) This method has very limited impact on employee motivation and prod 3. Job Enlargement Asis evident from of job of a particu ly the name, j arg teks 6 ue employee a aaa nt means the process of increasing the scope jz doce of the jobs of fades. More tasks to it. It means assignment of varied i a { before Mot tequite New skills nthe same level, However, the additional task! » but can be ith si Performed with similar skills or efforts ¥Ft one iii) + of Hera wpe wor erg * = te Mag ests 18 simply ide St Bemery — pol sement is done only op ties << mly ote nes at a larger scale the Meizontat fe pepe words of George Straw before Vth Thus, the job cle pe man to each Job, a sand LR. job remains the same, but city for tremnselves ow taeeeee a mien ae “Fob enta rae rat 8 WORE. ore e 0 Worl, Suey” ee ee instead of aie Such chai Foup of jobs and then aller Mpenlargement as the following ag ce peal moe nal esac a 4) Increase in variety of jobs 8 advantages -— provides Wholeness a Pee ee ey perfumes ent: necessary (0 perform it, Y with the task and ai Reduces monotony and boredo; a i m m. wa qrains and develops more versatile jive mese advantages this is not a employee: x or increase ihe depth ofa job, Enlarge et ore taSKS 10 be learned, — gob Enrichment job enrichment consists of designing the job in suct wmy for planning and controlling his ae eareaaatiny that the worker gets greater Cell Y s formance. iv se employes according to this method, is the TF poruiniry 8 Ani Son motivation for sibility. and growth. © achievement, recognition, A few definitions of job enrichment are as follows :— r : 6.19 addin 8 Zero tw O°” meaning that one Wd I a ri ro satisfactory method of job design as it Tequire longer training period as there “Job enrichment is & motivational techni ic! ; : wine work”- jique which emphasises the need for challenging and Herzberg gave greater emphasis on ji “ment implies increasing the content ry; Scope ‘and challenge in work. Agconding (0 Richard W. Beatty and Graig Eric. Schneider motivational techmque which emphasises the need for challenging 2> “Job enrichment is a ineresting work. It suggests that jobs be redesigned so that intrinsic satisfaction is derived fror ing the job. In its best applications it leads to 3 vertically enhanced job by adding fungtions {ror ater organisational levels, making it contain more variety and challenge and offer aulonomy a i to the employee” In job enrichment, the jobholde! ésisions concerning his job. 1 this sense. ever, Steps in Job Enrichment. The process of job enric C4 job enrichment in his nwo factor theory. Job s of a job or the deliberate upgrading of reponsibilit measure of discretion in making operatios ris given a 2 feeling of higher status, influence 3 he gains 2 pment consists of the follow () Job selection. Selecting jobs which are amenable to job enrichment. — (id) Identifying the ehanees- Identifying the ehaners that may enrich jobs.