Republic of the Philippines

Commission on Higher Education

Region V (Bicol
REPUBLIC COLLEGES OF GUINOBATAN, INC.
GRADUATE SCHOOL
G. Alban Street Iraya, Guinobatan, Albay

Name of the Reporters: CHRISTINE ANNE M. HUAB

SHAINA F. PALENZUELA
LENI O. TUELLA
GRACIA B. VASQUEZ
Course: MAED
Course Code and Description: EDUC. 204 (Educational Management)
Professor: JAY S. OLIQUINO

OBJECTIVE #1: FOUR MAJOR DIMENSIONS OF JOB DESIGN PLUS JOB

SPECIALIZATION AND JOB DESCRIPTION

JOB DESIGN
Process of laying out job responsibilities and duties and describing how they are to be
performed.

4 Major Dimensions of Job Design

1. TASK CHARACTERISTICS
Focus on how the work itself is accomplished and the range and nature of the tasks associated
with a particular job.
Sub-dimensions:
a. Autonomy
 Refers to how much freedom and independence the incumbent has to carry out his or
her work assignment.
 Freedom aspects includes:
 Work scheduling
 Decision making
 Work methods
b. Task Variety
 The degree to which the job requires the worker to use a wide range of tasks.
c. Task Significance
 The extent to which a job influences the lives or work of others, whether inside or
outside of the organization.
d. Task Identity
 The extent to which a job involves a whole piece of work that can readily be
identified.
e. Feedback from the job
 The extent to which the job provides direct and clear information about task
performance.

2. KNOWLEDGE CHARACTERISTICS
The demand for knowledge, skill, and ability placed on a job holder because of the activities
built into the job.
 Republic of the Philippines
Commission on Higher Education
Region V (Bicol
REPUBLIC COLLEGES OF GUINOBATAN, INC.
GRADUATE SCHOOL
G. Alban Street Iraya, Guinobatan, Albay

Sub-dimensions:
a. Job Complexity
 The degree to which the job tasks are complex and difficult to perform.
 Work that involves complex tasks requires high-level skills and is mentally
demanding and challenging.
b. Information Processing
 The degree to which a job requires attending to and processing data and
information.
c. Problem Solving
 The degree to which a job requires unique ideas or solutions, and it also
involves diagnosing and solving non-routine problems and preventing or
fixing errors.
 Creativity is often required to perform effective problem solving.
 Without problem-solving skills, a worker could be replaced by software or
handbook.
d. Skill Variety
 The extent to which a job requires the incumbent to use a variety of skills to
perform the work.
 Skill variety and task variety are not the same thing because the use of
multiple skills is different from the performance of multiple tasks.
e. Specialization
 The extent to which a job involves performing specialized tasks or possessing
specialized knowledge and skills.

3. SOCIAL CHARACTERISTICS
The interpersonal aspects of a job or the extent to which the job requires interaction with
others.
Sub-dimensions:
a. Social Support
 The degree to which a job involves the opportunity for advice and assistance
from others in the workplace.
 It often contributes to the job-holder’s well-being, as in being able to turn to
co-workers for technical assistance.
b. Interdependence
 The degree to which the job depends on others – and others depend on the job-
to accomplish the task.
 A workplace displays interdependence when all members within an
organization work together toward a common goal.
c. Interaction Outside the Organization
 Refers to how much the job requires the employee to interact and
communicate with people outside the organization.
d. Feedback from Others
 The extent to which other workers in the organization provide information
about the performance.
 Supervisors and co-workers are typical sources of feedback, yet feedback can
be also received from those outside the immediate work area.
 Republic of the Philippines
Commission on Higher Education
Region V (Bicol
REPUBLIC COLLEGES OF GUINOBATAN, INC.
GRADUATE SCHOOL
G. Alban Street Iraya, Guinobatan, Albay

4. CONTEXTUAL CHARACTERISTICS
Sub-dimensions:
a. Ergonomics
 The science of fitting the worker to the job.
 The degree to which a job allows correct posture or movement.
b. Physical Demands
 The level of physical activity or effort required for the job, particularly with
respect to physical strength, endurance, effort, and activity.
c. Work Conditions
 Relate directly to the environment in which the work is performed, including
the presence of health hazards, noise, temperature, and cleanliness of the
workplace.
d. Equipment Use
 Reflects the variety and complexity of the technology and equipment
incorporated into the job.

Job Dimension Differences between Professional and Non-Professional Jobs

Morgeson and Humphrey collected data on differences between the dimensions of the
occupational categories of professionals and non-professionals.

PROFESSIONAL JOBS
(Managers, accountants, teachers)
NON- PROFESSIONAL JOBS
(Food preparation specialist, personal service provider)

• Jo b c o m p le xity
• Info rm a tio n p ro c e ssing
• Pro b le m so lving  Physical Demands
• Skill – va rie ty
• Wo rk sc he d uling a uto no m y
• De c isio n-m a king a uto no m y
• Wo rk-c o nd itio ns

Job Specialization
A major consideration in job design is how specialized the job holder must be.
Job Specialization is the degree to which a jobholder performs only limited number of tasks.

Advantages:
 Development of Experts
o When employees perform the same task repeatedly, they become highly
knowledgeable and highly skilled
 Status and Self Esteem
o Many employees derive status and self-esteem from being experts at some
tasks

Disadvantages:
 Republic of the Philippines
Commission on Higher Education
Region V (Bicol
REPUBLIC COLLEGES OF GUINOBATAN, INC.
GRADUATE SCHOOL
G. Alban Street Iraya, Guinobatan, Albay

 Coordination
o Coordinating the workforce can be difficult when several employees do small
parts of one job. Somebody must take responsibility for pulling together small
pieces of the total task.
 Boredom
o They become bored by performing a narrow range of tasks

Automation

It has been used to replace some aspects of human endeavour in the office and the factory
ever since the Industrial Revolution.

Automation typically involves a machine that performs a specialized task previously

performed by people.
It is widely used in factories, offices and stores.

Job Description
 A written statement of the key features of a job and the activities required to
perform effectively.
 Sometimes, it must be modified to fit basic principles of job design.

OBJECTIVE #2: Describe job enrichment, including the job characteristics model
JOB ENRICHMENT
 An approach to including more challenge and responsibility in jobs to make them
more appealing to most employees.
 Job enrichment gives workers a sense of ownership, responsibility, and accountability
for their work.
 Because enrichment leads to a more exciting jobs, it often increases employee job
satisfaction and motivation.
 Job enrichment is also referred to as vertical job loading because the jobholder takes a
higher-level job responsibility
CHARACTERISTICS OF AN ENRICHED JOB
1. DIRECT FEEDBACK
 Republic of the Philippines
Commission on Higher Education
Region V (Bicol
REPUBLIC COLLEGES OF GUINOBATAN, INC.
GRADUATE SCHOOL
G. Alban Street Iraya, Guinobatan, Albay

 Employees should receive immediate evaluation of their work

2. CLIENT RELATIONSHIP
 A job is automatically enriched when an employee has a client or costumer to serve
3. NEW LEARNING
 An enriched job allows the employee to learn more. He should feel that he is growing
mentally
4. CONTROL OVER METHOD
 When a worker has some control over which method to choose to accomplish a task,
his or her task motivation generally increases
5. CONTROL OVER SCHEDULE
 Scheduling includes the authority to decide when to tackle which assignment and
having some say in setting working hours
6. UNIQUE EXPERIENCE
 An enriched job exhibits unique qualities or features

7. CONTROL OVER RESOURCES

 Another contribution to enrichment comes from having some control over resources
such as money, material, or people.
8. DIRECT COMMUNICATION AUTHORITY
 An enriched job provides workers the opportunity to communicate directly with
people who use their output
9. PERSONAL ACCOUNTABILITY
 Workers take responsibility for their results
 Republic of the Philippines
Commission on Higher Education
Region V (Bicol
REPUBLIC COLLEGES OF GUINOBATAN, INC.
GRADUATE SCHOOL
G. Alban Street Iraya, Guinobatan, Albay

OBJECTIVE #3: Describe job involvement, enlargement, and rotation

JOB INVOLVEMENT
 Is the degree to which individuals identify psychologically with their work.
 It also refers to the importance of work to a person’s total self-image

JOB ENLARGEMENT
 Refers to increasing the number and variety of tasks within a job.
 The technique was developed to help workers combat boredom. Because the tasks are
approximately at the same level of responsibility, job enlargement is also referred to
as horizontal job loading.
 Republic of the Philippines
Commission on Higher Education
Region V (Bicol
REPUBLIC COLLEGES OF GUINOBATAN, INC.
GRADUATE SCHOOL
G. Alban Street Iraya, Guinobatan, Albay

JOB ROTATION
 A temporary switching of job assignments. Formal programs of job rotation usually
last about a year. In this way, employees develop new skills and learn about how
other aspects of the unit or organization work.
 Job rotation helps prevent workers from falling into a rut and feeling bored.

Job enlargement and job rotation offer similar advantages and disadvantages to the
individual and the organization. Through job enlargement and job rotation, workers develop a
broader set of skills, making them more valuable and flexible.

OBJECTIVE #4: Explain how workers use job crafting to modify their jobs
JOB CRAFTING AND JOB DESIGN
 Job crafting refers to the physical and mental changes individuals make in the task or
relationship aspects of their job. Three common types of job crafting include:
1) The number and types of job tasks
2) The interactions with others on the job
3) One’s view of the job
 Job embeddedness refers to the array of forces attaching people to their job.
 In the traditional view of a job, a competent worker carefully follows a job
description, good performance means that the person accomplishes what is specified
in the job description.
 A contemporary view sees a job description as only a guideline; the competent worker
exceeds the constraints of a job description.
 The flexible work roles carried out by many workers contribute to the move away
from tightly following job descriptions that are too rigid. An emerging trend finds
companies hiring people “to work” rather than to fill a specific job slot.
 Workers sometimes deviate from their job descriptions by modifying their job to fit
their personal preferences and capabilities.

OBJECTIVE #5 : ERGONOMICS
 Ergonomics is the study of work, work environment, and work tools.
 Republic of the Philippines
Commission on Higher Education
Region V (Bicol
REPUBLIC COLLEGES OF GUINOBATAN, INC.
GRADUATE SCHOOL
G. Alban Street Iraya, Guinobatan, Albay
 Republic of the Philippines
Commission on Higher Education
Region V (Bicol
REPUBLIC COLLEGES OF GUINOBATAN, INC.
GRADUATE SCHOOL
G. Alban Street Iraya, Guinobatan, Albay

OBJECTIVE #6: Modified Work Schedules

A modified work schedule is any formal departure from the traditional hours of work.
 Modified work schedules include flexible working hours, a compressed workweek,
job sharing, telecommuting and part time and temporary work.

Flexible working hours- Flexible hours enhance productivity because of less absenteeism
and stress.

Compressed Work Week- Full time schedule that allows employees to work hours in less
than five days. Typical arrangement is 40 hours in four days.

Job Sharing- mostly for people whose lifestyle does not allow for full-time job. Not
recommended for executives.

Telecommuting- Employees use computers to perform their regular work responsibilities at

home, in satellite office or from a remote worksite.

Part time and temporary work- Part-time work popular, including some managers and
corporate professionals.

OBJECTIVE #7: Job Design and High-Performance Work System

• High- performance work system: a way of organizing work so that frontline workers
participate in decisions that have an impact in their jobs and the wider organization.
• This includes job autonomy, access to support from work associates, self-managing
work teams, and problem –solving and quality-improvement teams.
• The company human resource management approach should support the high-
performing work system.
• A proposed approach to high-performing work system is to adjust resources available
to workers.

SUBJECT: EDUC 204 (Educational Management)

REPORT NO. 4 OUTPUT
NAME: PERPETUA MAE S. SABAREZA
DATE: July 9, 2023
PROFESSOR: JAY S. OLIQUINO, PhD
 Republic of the Philippines
Commission on Higher Education
Region V (Bicol
REPUBLIC COLLEGES OF GUINOBATAN, INC.
GRADUATE SCHOOL
G. Alban Street Iraya, Guinobatan, Albay

ANSWER THE FOLLOWING QUESTIONS:

1. One of the four major dimensions of job design is the Social Characteristics, explain
how the sub-dimensions under it are applied in the education sector.
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2. Differentiate job involvement, enlargement, and rotation.

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3. Identify and explain your various work schedule in your previous work?
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