University of Antique

Sibalom, Antique
COLLEGE OF TEACHER EDUCATION
Graduate Studies

Course: THEORIES AND PRINCIPLES OF EDUCATIONAL MANAGEMENT

Topic: JOB ORGANIZATION
Professor: DR. NINFA D. CORONADO
Discussants: ARLYJANE M. SARE
JIAN S. ORFELIA
JOANNAH MAYE JOY P. PE

Organizing – is a function of management that involves developing an organizational

structure and allocating human resources to ensure the accomplishment
of objectives.
 Job Design – according to Carrel and Kuzmits, Job design determines what work is
done and, therefore, greatly affects how an employee feels about a job, how much
authority an employee has over the work, how much decision making the employee
has on the job, and how many task the employee has to complete.
- Job design is the allocation of specific work tasks to individuals and groups.
Allocating jobs and tasks means specifying the contents, method, and
relationships of jobs to satisfy technological and organizational requirements,
as well as the personal needs of jobholders.

Key Elements of Job Design

 A task can be best defined as a piece of assigned work expected to be performed

within a certain time.

 Motivation describes forces within the individual that account for the level,
direction, and persistence of effort expended at work.
 Resource allocation occurs when an organization decides to appropriate or
allocate certain resources to specific jobs, tasks, or dilemmas facing the
organization.
 Reward systems include compensation, bonuses, raises, job security, benefits,
and various other reward methods for employees.

Theoretical Models of Job Design

 Taylorism – also known as scientific management, is a foundation for systematic

job design.
- Frederick Taylor developed this theory in an effort to develop a “science” for
every job within an organization according to the following principles:
 Create a standard method for each job.
 Successfully select and hire proper workers.
 Effectively train these workers.
 Support these workers.
  The Socio-Technical Systems Approach – is based on the evolution from
individual work to work groups. This approach has the following guiding
principles:
 The design of the organization must fit its goals.
 Employees must be actively involved in designing the structure of the
organization.
 Control of variances in production or service must be undertaken as close to their
source as possible.
 Subsystems must be designed around relatively self-contained and recognizable
units of work.
 Support systems must fit in with the design of the organization.
 The design should allow for a high-quality working life.
 Changes should continue to be made as necessary to meet changing
environmental pressures.

 Core Characteristics Model – modern job design theory which maintains five
important job elements that motivate workers and performance:
 Skill variety
 Task identity
 Task significance
 Autonomy
 Job feedback

The individual elements are then proposed to lead to positive outcomes through
three psychological states:
 Experienced meaningfulness
 Experienced responsibility
 Knowledge of results

 Psychological Empowerment Theory – posits that there is a distinction

between empowering practices and cognitive motivational states. When
individuals are aware of the impact they have, they benefit more than if they
cannot attribute positive impact to any of their actions.

Parameters under consideration in job designing includes:

 Job Rotation
 Job Enlargement
 Job Enrichment
 Autonomous work groups
 Work Simplification
 Robotics
 Work Environment
 Quality of Working Life (QWL) programs
 Quality Circles (QCs)
 Job designers also make programs to give workers more control over their work
and time which help reduce tiredness, absenteeism and increase productivity, morale
and quality. These are: compresses workweeks, discretionary workweeks (flextime,
staggered start, variable hours, telecommuting), part-time work (job sharing, job
splitting, work sharing).

 Job Specialization – this record is an enumeration of the qualifications of the

employee who is supposed to be appointed for the job that is described.
- it specifies the educational qualifications, work experience, psychological
traits (particularly the mental and personality characteristics), health status,
special qualifications like age, sex and special skills needed.
- Job specialization can define as a process of assigning a set of people or
individuals who have great expertise in a particular area to complete the work
or focus on that area effectively.

Advantages and Disadvantages of Job specialization

Pros and Cons of Job Specialization

S.no Pros of Job Specialization Cons of Job Specialization

1 Boosts productivity Become outdated after a point

2 Finding a proper job Masters one skill

Omitted from all positions of

3 Security in the job
managers

Helps employers become

4 Gets monotonous
independent

5 People will want you more and more Reduces sight

6 You become more educated Cannot go for breaks

7 More opportunity to socialize Stops you from multitasking

8 Saves time Lacks variety

9 Gets higher pay Require training

10 Accuracy in the job Leads to unemployment

 Job Description – this refers to the content of the job, specifically the following
items: Job title, Code number, Division/department, Nature of the job, Duties and
responsibilities, Methods and tools used, Hours of work, The person responsible to,
Funds and properties, Responsible for Compensation and benefits, Hazards and
risks, Potentialities for promotion.
  Roles and responsibilities - A job description may include relationships with
other people in the organization: Supervisory level, managerial requirements,
and relationships with other colleagues.
 Development goals - A job description need not be limited to explaining the
current situation, or work that is currently expected; it may also set out goals for
what might be achieved in the future, such as possible promotions routes and
conditions.
 Limitations - Prescriptive job descriptions may be seen as a hindrance in
certain circumstances:
 Job descriptions may not be suitable for some senior managers as they
should have the freedom to take the initiative and find fruitful new
directions;
 Job descriptions may be too inflexible in a rapidly changing organization,
for instance in an area subject to rapid technological change;
 Other changes in job content may lead to the job description being out of
date.
 The process that an organization uses to create job descriptions may not
be optimal.

 Job Enrichment

The concept of job enrichment was developed by Fredrik Herzberg in the 1950’s.
Job enrichment involves in providing an employee with more responsibility for job
and challenges the individual’s skills at work.
Job enrichment refers to the vertical expansion of the job. It increases the degree to
which the workers control’s the planning, execution and evaluation of his/her work.
(Stephen P. Robins)
Job enrichment adds depth to a job by giving workers more control, responsibility
and discretion over how their job is performed.
Characteristics of an Enriched Job
1. Direct feedback
2. Client relationship
3. New learning
4. Scheduling of own work
5. Unique experiences
6. Control over resources
7. Direct Communication Authority
8. Personal Accountability

Importance of Job Enrichment

 Individual development
 Motivation
 Psychological Development
 Work freedom
 Improved Performance
 Job Satisfaction
 Effective utilization of resources
 Limitations of Job Enrichment
 Individual differences
 Need for training
 Difficulty in behavior modification
 Different satisfaction level
 Limited scope
 All employees are not interested
 High Cost

Job enrichment is a fundamental part of attracting, motivating and retaining

talented people particularly where work is repetitive or boring. To do it well, you need a
great match between the way your jobs are designed and the skills and interests of the
employees working for you.

 Job Characteristics Model

The job characteristic model designed by Hackman and Oldham is based on the
idea that the task itself is the key to employee motivation.

Five Core dimensions required for JCM

1. Skills Variety – this refers to the “degree which a job requires a variety of
different activities in carrying out the work, involving the use of number of
different skills and talent of a person.

2. Task Identity- this is the degree to which the job requires completion of a whole,
identifiable place of work: that is doing a job from beginning to end with visible
outcome.

3. Task Significance- is said to be the degree to which the job has a substantial
impact on the lives of other people, whether those people are in the immediate
organization or in the world at large.
 4. Autonomy- this pertains to the degree which the job provides substantial
freedom, independence, and discretion to the individual in scheduling the work
and in determining the procedure to be used in carrying it out.
5. Feedback- refers to the degree to which carrying out the work activities required
by the job provides the individual with direct and clear information about the
effectiveness of his/her performance.
Job Involvement
-refers to the psychological and emotional extent to which someone participated in
his/her work, profession, and company.
-a desirable feature that makes people spend energy and do their best in their work and
their organizational roles.
-management and leadership philosophy about how people are most enable to
contribute continues improvement and the ongoing success of their organization.

Employee Involvement Models

Tell – the supervisor makes the decision and announces to the staff. The supervisor
provides complete directions.

Sell – the supervisor makes the decisions and then attempts to gain commitment from
the staff by selling the positive aspects of the division.

Consult – the supervisor invites inputs into a decision while retaining authority to make
final decisions themselves.

Join – the supervisor invites employees to make the decision with the supervisor. The
supervisor considers their voice equally in the decision making process.

Delegate – the supervisor turns the decision over to another party.

JOB ENLARGEMENT
-refers to adding a few more task elements horizontally.
-focuses on enlarging jobs by increasing tasks and responsibilities. It involves
expansion of the Scope and width of the job by means of a horizontal loading of
certain closely related operations.

Advantages of Job Enlargement:

“Argyris feels that job enlargement avoids monotony which is the result of high degree
of specialization and division of labor. Since a person performs a variety of jobs, he
remains interested in this variety.”

An enlarged job can motivate the worker in the following ways:

1. Variety of Tasks:
In job enlargement, horizontal loading of the tasks is there. Increasing the number of
tasks can reduce the level of boredom of the employees.

2. Enlarged and Meaningful Work Modules:

Sometimes, the jobs are enlarged so that one worker completes a whole unit of work or
a major portion of it. This will increase the satisfaction of the worker as he can see his
contribution to the entire project.

3. Optimum Utilization of Abilities:

Enlarged jobs tend to better utilize the physical and mental skills abilities of the workers.
Enlarged jobs, with optimal levels of complexity can create tasks, which are challenging
but attainable.

4. Worker Paced Control:

In job enlargement, workers move from a machine paced production line to a job which
is paced by themselves. The workers will enjoy his work more, if he can vary the rhythm
and work at his own pace. He will also feel less tired in this way.

5. Meaningful Feed Back:

Enlarged jobs allow for more meaningful performance feedback. It will be even more
motivating if it is tied to evaluations and organizational rewards.

Disadvantages of Job Enlargement:

According to Herzberg merely giving a worker different kind of jobs is not enough
because the basic nature of the job remains the same, As such it does not work as a
motivating factor. Rather, there should be upgradation of authority and responsibility.

In view of Herzberg’s opinion, the following disadvantages can be found in job

enlargement:
1. Job enlargement tends to be a costly affair. Workers may require additional training
for their enlarged jobs. Moreover, if job enlargement involves breaking up of existing
production line of work system and redesigning a new system and training employees
for it. The costs will be very substantial.

2. Productivity may fall in the short run, due to the introduction of the new system.

3. Employee-unions often argue for increased pay because of the increased work load.

JOB ROTATION
-a technique used by some employers to rotate their employees assigned jobs
throughout their employment. Employers practice this technique for a number of
reasons.
1. Reduction in Monotony. It provides opportunity to the employee to work on different
position. It is a motivational tool to enhance job satisfaction.
2. Succession Planning. It provides an immediate replacement for the high profile
employees working the organization through internal promotion.
3. Right Job Fit. To place a right employee at right job in the organization. Fitting right
employee in the right vacancy is the aim of the job rotation program.
4. Exposure to all the Verticals. It provides basic knowledge about the operations of
the organization and makes the employee aware about their contribution in the outcome
of the organization.
5. Improve the employee skills and competencies. Due to exposure to diverse work
profiles the skills of the employees gets sharpened and it increases their productivity.
6. Develop a Wider Range of Work Experience. It prepares them for the future
challenges and helps them for the future challenges and helps them adapt as per the
changes in the market.

JOB ROTATION ADVANTAGES

1. Eradicate Boredom. It reduces the job repetitiveness and improves job satisfaction.
2. Supports development. It helps in skill enhancement as well as mental well-being of
the employees.
3. Offset the risk of fatigue. It eliminates the chances of employee burnout by
providing change in the job profile.
4. Personal Analysis. It helps the employees to give a thought on their work-related
strength and weakness.
5. Improves Turnover of the Company. It creates a back-up talent pool for
organization to counter the turnover of employees.

JOB ROTATION DISADVANTAGES

1. Costly and Time Consuming. When you move an employee into a new position,
there is a learning curve. Employees might need training in order to do their new job.
The cost of training employees can be thousands of dollars and take hours.

2. Disgruntled Employees. Some employees might not want to rotate jobs. An

employee who is comfortable and successful in their current position may worry another
employee would mess up their process.

3. Not all around solution. Job rotation programs aren’t guaranteed to increase
employee engagement, so don’t put all your eggs in one basket. If your employees are
disengaged at your business, it could be because of other factors.

Rotating an employee’s job won’t fix issues like lack of positive reinforcement and
disconnect with company culture. Don’t use a job rotation program for the sole purpose
of making employees happy before getting to the root of their problems first.

4. Not applicable to all industries. For some industries and positions, job rotation is
not realistic. This is especially true in highly skilled positions where employees need
years of training to do their jobs.

If you want to implement a job rotation program at your business, make sure that it is
possible. Don’t waste effort on something that won’t work.

5. Can lead to loss. One of the most devastating disadvantages of job rotation is that
your business could take a hit. Because employees are learning new skills, there could
be some errors. Customers could become frustrated by confused employees who make
mistakes. If operations don’t run smoothly, your bottom line could suffer.

You need to consider how job rotation could help your business. You don’t want slow
operations, confused employees, and angry customers in the process.
Benefits of Job Rotation

 Helps Managers Explore the Hidden Talent

 Helps Individuals Explore Their Interests
 Motivates Employees to Deal with New Challenges
 Increases Satisfaction and Decreases Attrition Rate
 Helps Align Competencies with Requirements

Two Types of Job Rotation Process

1. Task Rotation. The employees who are working on mentally stressful job or
physically demanding job are usually given a task rotation. In such cases, the
employees are shifted from stressful job to less demanding job to provide a break from
routine work.
2. Position Rotation. The designation, location of department of the employee is
changed by the organization. This provides an opportunity to the employee to gain
different skills knowledge and new work perspectives.

 Job Design
- (also referred to as work design or task design) is a core function of human
resource management and it is related to the specification of contents, methods and
relationship of jobs in order to satisfy technological and organizational requirements as
well as the social and personal requirements of the job holder or the employee. Its
principles are geared towards how the nature of a person's job affects their attitudes
and behavior at work, particularly relating to characteristics such as skill variety and
autonomy. The aim of a job design is to improve job satisfaction, to improve through-
put, to improve quality and to reduce employee problems (e.g., grievances,
absenteeism).

 High-Performance Work Systems

 Defined as a system of Human Resource Management practices that
increase the employees’ empowerment, knowledge, skills and incentives that
ultimately motivate them to achieve greater performance.
 According to Tomer, ‘the main idea of HPWS is to create an organization
based on employee involvement, commitment and empowerment, not
employee control”.
 Aim is to create workplace that are both highly productive and offer
employees high levels of job satisfaction.