Professional Documents
Culture Documents
Job design involves systematic attempt to organize tasks, duties and responsibilities into a unit of work to achieve certain objectives. Job design is the process of a) Deciding the contents of the job. b) Deciding methods to carry out the job. c) Deciding the relationship which exists in the organization.
tasks,
duties
and
the tasks
combination of tasks into specific jobs
to be assigned to individuals
The complexity of the work - to be carried out, both in terms of its variety or breadth and its technical difficulty or depth.
The work processes involved -It might be desirable for one person to be involved in an entire process, or the work flows may be such that the work process has to be divide between several different people.
The nature of the people currently employed in the organization-The extent to which jobs can be redesigned
The timescales - where immediate responses are required. The geographical scattering of the organizations activities . The effect of information technology The growth level of an organization & available The level of resources available expertise need to perform a task. Availability of human resource in the environment.
Engineering Approach
The most important single element in the
planned out by the management at least one day in advance and each man receives in most cases complete written instructions, describing in detail the task which he is to accomplish
can be efficient
Employees selected for work should be matched to the demands of the job
Employees should be trained to perform
the job
Monetary compensation should be used to
No end product: Not turning out any identifiable end product led to less enthusiasm in work Little social interaction: Because the assembly
workers to complete whole tasks from start to finish, rather than disjointed portions of the job
Task significance: The degree to which the job
Modern management recognizes the disadvantages of highly specialized jobs specialization increases cost of employee absenteeism and turnover, and decreases productivity and quality
HR managers have to balance employees human needs and employers economic goals
another.
At
McDonald's, cross-functional job rotations are encouraged, globally and in India. "It is a winwin situation -- win for the organization, the team and the employee," says Amit Jatia, joint venture partner and managing director, McDonald's, Western India
It is an effective way to develop multiple skills in employees, which benefits the organization while creating greater job interest and career options for the employee. Job rotation may be of considerable benefit if it is part of a larger redesign effort and/or it is used as a training and development approach to develop various employee competencies and prepare employees for advancement.
Job enlargement combines into one job with two or more tasks which are to be performed. SometimeS it iS called horizontal loading aS all taSkS involve the same level of responsibility .The job enlargement approach often has positive effects on employee effectiveness. However, some employees view job enlargement as just adding more routine, repetitive tasks to their already boring job. Other employees regard it as disturbing their time to perform their core jobs.
Job Enlargement is the horizontal expansion of a job. It involves the addition of tasks at the same level of skill and responsibility. It is done to keep workers from getting bored. It is different than job enrichment Thus the worker who previously only bolted the seat to legs might attach the back as well
Job enlargement and job rotation approaches are useful in many work settings. One of their biggest advantages is that : They offer a form of training. They allow workers to learn more than one task, thus increasing their value to the employer. As they allow workers to perform many tasks, they can be used more flexibly as circumstances require
Examples: Small companies may not have as many opportunities for promotions, so they try to motivate employees through job enlargement.
Frederick Herzberg, suggested a clear and diStinct job deSign method called job enrichment.
Job enrichment seeks to add profundity to a job by giving workers more control, responsibility, and freedom of choice over how their job is performed.
It occurs when the work itself is more challenging, when there is prospect for growth, and when responsibility, feedback, and recognition are provided. Nonetheless, employees are the final
Herzberg developed the following set of principles for the enrichment of jobs: removing some controls while retaining accountability increasing personal accountability for work; assigning each worker a complete unit work with a clear start and end point; granting additional authority and freedom to workers; making periodic reports directly available to workers rather than to supervisors only; the introduction for new and more difficult tasks into the job
provide variety in terms of the kind of work carried out allow people to get direct feedback on
results;
allow scope for development by enabling the job to become bigger as the person becomes more skilled and knowledge; have clear objectives and outputs;
have
clear reporting lines; give people some control over output and pace; give people the opportunity to comment and suggest changes to the work process; be supported by the appropriate level of resources and effective process