Bermejo, Rom Cris

CBET 17-601E

JOB REDESIGN

In a very simple sense, job design means the ways that decision-makers choose to
organize work responsibilities, duties, activities, and tasks. Job Redesign thus involves changing
work responsibilities, duties, activities, and tasks. It is another human resources (HR) practice
area that can be used to implement HR Grand Strategy. It is closely associated with
organizational design, the allocation of work responsibilities within an organization, and
organizational redesign, the process of reallocating or reorganizing work responsibilities. The
way an individual’s job is structured and placed in an organization exerts tremendous influence
on perceptions, performance, future preparation, and even mental health. Indeed, job design
influences just about every area of HR: the people recruited and selected; the career plans that
are realistic, the Organization Development; labor relations negotiations; and compensation and
benefit programs.

The basis for job design theory is organization theory, which can be classified broadly
into three strains of thought: the classical, the behavioral, and the situational. Classical theory
was expounded in early writings of Max Weber and Henri Fayol. For the classicist, any
organization achieves efficiency through its division of labor. Managers identify the overall
purpose of the organization. They then divide this overall purpose into jobs, each rationally
related to the whole. Behavioral theory is quite different. Unlike the classicist, the behavior list is
much less interested in allocating specific tasks to specific jobs, making sure that the authority
matches the position, and then trying to attain higher efficiency through specialization of labor.
Situational theory differs from both classical and behavioral theories. Advocates stress the
influence of the external environment on the allocation of responsibilities and tasks within the
organization, work groups, and jobs. The goal or Purpose of Job Redesign to improve the
efficiency and effectiveness of work activities; to match more closely individual and job tasks
more closely, or to a work group; and to improve the quality of work life and individual job
satisfaction

These two topics that has been included above is more of the history and technical
discussion of Job Redesigning. After reading the definition of this topic in accordance to
different theory, I must say that it is pretty complicated to do and conduct one. Job redesign is
like transforming competitive things to more competitive expecting no errors throughout the
process and making. This make the company more specified and more direct to what, where and
how an employee should act and do in the company as well as what and how they should
accomplished things in a specific way and process.