job design 5 matakuliah: j0124 – manajemen sumber daya manusia tahun : 2010

Job Design5

Matakuliah : J0124 – Manajemen Sumber Daya ManusiaTahun : 2010

Learning Outcomes

After studying this chapter, the students should be able to :• Describe some job design concepts• Describe the various factors that must be taken into

account in designing a job

Bina Nusantara University 3

Job DesignJob Design

•Job DesignJob Design An outgrowth of job analysis that improves An outgrowth of job analysis that improves

jobs through technological and human jobs through technological and human considerations in order to enhance considerations in order to enhance organization efficiency and employee job organization efficiency and employee job satisfaction.satisfaction.

•Job Enrichment (Herzberg)Job Enrichment (Herzberg) Enhancing a job by adding more meaningful Enhancing a job by adding more meaningful

tasks and duties (tasks and duties (vertical expansionvertical expansion) to ) to make the work more rewarding or satisfying.make the work more rewarding or satisfying.

Providing opportunities for achievement, Providing opportunities for achievement, recognition, growth, responsibility, and recognition, growth, responsibility, and performance.performance.

© 2010 South-Western, a part of Cengage Learning. All rights reserved

FIGURE

4.3Basis for Job Design


Job Enrichment FactorsJob Enrichment Factors

• Increasing the level of difficulty and Increasing the level of difficulty and responsibility of the jobresponsibility of the job

• Allowing employees to retain more Allowing employees to retain more authority and control over work outcomesauthority and control over work outcomes

• Providing unit or individual job Providing unit or individual job performance reports directly to employeesperformance reports directly to employees

• Adding new tasks to the job that require Adding new tasks to the job that require training and growthtraining and growth

• Assigning individuals specific tasks, Assigning individuals specific tasks, enabling them to use their particular enabling them to use their particular competencies or skillscompetencies or skills


Job CharacteristicsJob Characteristics

•Job Characteristics ModelJob Characteristics Model(Hackman and Oldham)(Hackman and Oldham) Job design theory that purports that three Job design theory that purports that three

psychological states (experiencing psychological states (experiencing meaningfulness of the work performed, meaningfulness of the work performed, responsibility for work outcomes, and responsibility for work outcomes, and knowledge of the results of the work knowledge of the results of the work performed) of a jobholder result in improved performed) of a jobholder result in improved work performance, internal motivation, and work performance, internal motivation, and lower absenteeism and turnover.lower absenteeism and turnover.


Job Characteristics (cont’d)Job Characteristics (cont’d)1.1. Skill variety:Skill variety: The degree to which a job entails a variety of The degree to which a job entails a variety of

different activities, which demand the use of a number of different activities, which demand the use of a number of different skills and talents by the jobholderdifferent skills and talents by the jobholder

2.2. Task identity:Task identity: The degree to which the job requires completion The degree to which the job requires completion of a whole and identifiable piece of work, that is, doing a job from of a whole and identifiable piece of work, that is, doing a job from beginning to end with a visible outcomebeginning to end with a visible outcome

3.3. Task significance:Task significance: The degree to which the job has a substantial The degree to which the job has a substantial impact on the lives or work of other people, whether in the impact on the lives or work of other people, whether in the immediate organization or in the external environmentimmediate organization or in the external environment

4.4. Autonomy:Autonomy: The degree to which the job provides substantial The degree to which the job provides substantial freedom, independence, and discretion to the individual in freedom, independence, and discretion to the individual in scheduling the work and in determining the procedures to be scheduling the work and in determining the procedures to be used in carrying it outused in carrying it out

5.5. Feedback:Feedback: The degree to which carrying out the work activities The degree to which carrying out the work activities required by the job results in the individual being given direct and required by the job results in the individual being given direct and clear information about the effectiveness of his or her clear information about the effectiveness of his or her performanceperformance


Job Characteristics ModelJob Characteristics Model

• Job Job CharacteristicsCharacteristics Skill varietySkill variety Task identityTask identity Task Task

significancesignificance AutonomyAutonomy FeedbackFeedback

• PsychologicalPsychologicalStatesStates MeaningfulnesMeaningfulnes

s of the work s of the work performedperformed

Responsibility Responsibility for work for work outcomesoutcomes

Knowledge of Knowledge of the results of the results of the work the work performed.performed.

• JobJobOutcomesOutcomes Improved Improved

work work performanceperformance

Increased Increased Internal Internal motivationmotivation

Lower Lower absenteeism absenteeism and turnoverand turnover


Employee EmpowermentEmployee Empowerment

•Employee EmpowermentEmployee Empowerment Granting employees power to initiate change, Granting employees power to initiate change,

thereby encouraging them to take charge of thereby encouraging them to take charge of what they dowhat they do

Organizational conditions favoring Organizational conditions favoring empowerment:empowerment: Participation and autonomyParticipation and autonomy Innovation and acceptance Innovation and acceptance

of risk-takingof risk-taking Access to informationAccess to information Accountability for resultsAccountability for results Cultural openness to changeCultural openness to change


Industrial Engineering ConsiderationsIndustrial Engineering Considerations

•Industrial EngineeringIndustrial Engineering A field of study concerned with analyzing work A field of study concerned with analyzing work

methods and establishing time standardsmethods and establishing time standards

•ErgonomicsErgonomics An interdisciplinary approach to designing An interdisciplinary approach to designing

equipment and systems that can be easily and equipment and systems that can be easily and efficiently used by human beingsefficiently used by human beings


Designing Work for Group/Team ContributionsDesigning Work for Group/Team Contributions

•Employee Involvement Groups (EIs)Employee Involvement Groups (EIs) Groups of employees who meet to resolve Groups of employees who meet to resolve

problems or offer suggestions for problems or offer suggestions for organizational improvementorganizational improvement

Also known as quality circles (QCs)Also known as quality circles (QCs)

Success with EIs requires:Success with EIs requires: Comprehensive training for group membersComprehensive training for group members

Recognition of the group’s contributionsRecognition of the group’s contributions

Continuing input and encouragement by managementContinuing input and encouragement by management

Use of a participative/democratic leadership styleUse of a participative/democratic leadership style


FIGURE

4.4Computer Workstation Ergonomics Checklist

Use the following list to identify potential problem areas that should receive further investigation. Any “no” response may point to a problem.

1. Does the workstation ensure proper worker posture, such as

• Thighs in the horizontal position?

• Lower legs in the vertical position?

• Feet flat on the floor or on a footrest?

• Wrists straight and relaxed?

2. Does the chair

• Adjust easily?

• Have a padded seat with a rounded front?

• Have an adjustable backrest?

• Provide lumbar support?

• Have casters?

3. Are the height and tilt of the work surface on which the keyboard is located adjustable?

4. Is the keyboard detachable?

5. Do keying actions require minimal force?

6. Is there an adjustable document holder?

7. Are armrests provided where needed?

8. Are glare and reflections minimized?

9. Does the monitor have brightness and contrast controls?

10. Is there sufficient space for knees and feet?

11. Can the workstation be used for either right- or left-handed activity?

Use the following list to identify potential problem areas that should receive further investigation. Any “no” response may point to a problem.

1. Does the workstation ensure proper worker posture, such as

• Thighs in the horizontal position?

• Lower legs in the vertical position?

• Feet flat on the floor or on a footrest?

• Wrists straight and relaxed?

2. Does the chair

• Adjust easily?

• Have a padded seat with a rounded front?

• Have an adjustable backrest?

• Provide lumbar support?

• Have casters?

3. Are the height and tilt of the work surface on which the keyboard is located adjustable?

4. Is the keyboard detachable?

5. Do keying actions require minimal force?

6. Is there an adjustable document holder?

7. Are armrests provided where needed?

8. Are glare and reflections minimized?

9. Does the monitor have brightness and contrast controls?

10. Is there sufficient space for knees and feet?

11. Can the workstation be used for either right- or left-handed activity?


FIGURE

4.5The Dynamics of Employee Involvement Groups


Employee TeamsEmployee Teams

•Employee TeamsEmployee Teams An employee contributions technique whereby:An employee contributions technique whereby:

Work functions are structured for groups rather than for Work functions are structured for groups rather than for individualsindividuals

Team members are given discretion in matters traditionally Team members are given discretion in matters traditionally considered management prerogatives, such as process considered management prerogatives, such as process improvements, product or service development, and improvements, product or service development, and individual work assignments.individual work assignments.


Benefits of Employee TeamsBenefits of Employee Teams

• Increased integration of individual skillsIncreased integration of individual skills• Better performance (quality and quantity) Better performance (quality and quantity)

solutions to unique and complex problemssolutions to unique and complex problems• Reduced delivery timeReduced delivery time• Reduced turnover and absenteeismReduced turnover and absenteeism• Accomplishments among team membersAccomplishments among team members


How To Develop Team SynergyHow To Develop Team Synergy

Focus on QualityFocus on Quality

Acceptance of Acceptance of Member SkillsMember Skills

Consensus Consensus Decision MakingDecision Making

Disagree Disagree ConstructivelyConstructively

Listen and ClarifyListen and Clarify

SupportSupport

SYNERGYSYNERGY


FIGURE

4.6Synergistic Team Characteristics

Team synergy is heightened when team members engage in these positive behaviors.

• Support. The team exhibits an atmosphere of inclusion. All team members speak up and feel free to offer constructive comments.

• Listening and Clarification. Active listening is practiced. Members honestly listen to others and seek clarification on discussion points. Team members summarize discussions held.

• Disagreement. Disagreement is seen as natural and is expected. Member comments are nonjudgmental and focus on factual issues rather than personality conflicts.

• Consensus. Team members reach agreements through consensus decision-making. Consensus decisions require finding a proposal that is acceptable to all team members, even if not the first choice of individual members. Common ground among ideas is sought.

• Acceptance. Team members are valued as individuals, recognizing that each person brings a valuable mix of skills and abilities to team operations.

• Quality. Each team member is committed to excellent performance. There is emphasis on continuous improvement and attention to detail.


Teamwork and SynergyTeamwork and Synergy

•SynergySynergy Occurs when the interaction and outcome of Occurs when the interaction and outcome of

team members is greater than the sum of their team members is greater than the sum of their individual efforts.individual efforts.

Synergistic team member behavior Synergistic team member behavior characteristics:characteristics: Is supporting and inclusiveIs supporting and inclusive Listens and clarifiesListens and clarifies Disagrees but remains nonjudgmentalDisagrees but remains nonjudgmental Engages in consensus buildingEngages in consensus building Is accepting of othersIs accepting of others Is focused on quality and continuous improvementIs focused on quality and continuous improvement


Forms of Employee TeamsForms of Employee Teams

•Cross-Functional TeamCross-Functional Team A group staffed with a mix of specialists (e.g., A group staffed with a mix of specialists (e.g.,

marketing, production, engineering) and marketing, production, engineering) and formed to accomplish a specific objective.formed to accomplish a specific objective. Cross-functional teams are based on assigned rather than Cross-functional teams are based on assigned rather than

voluntary membership.voluntary membership.

•Project TeamProject Team A group formed specifically to design a new A group formed specifically to design a new

product or service. Members are assigned by product or service. Members are assigned by management on the basis of their ability to management on the basis of their ability to contribute to success.contribute to success. The group normally disbands after task completion.The group normally disbands after task completion.


Forms of Employee Teams (cont’d)Forms of Employee Teams (cont’d)

•Self-Directed TeamSelf-Directed Team Groups of highly trained individuals performing Groups of highly trained individuals performing

a set of interdependent job tasks within a a set of interdependent job tasks within a natural work unit.natural work unit. Team members use consensus decision making to perform Team members use consensus decision making to perform

work duties, solve problems, or deal with internal or external work duties, solve problems, or deal with internal or external customers.customers.

•Task Force TeamTask Force Team A task force is formed by management to A task force is formed by management to

immediately resolve a major problem.immediately resolve a major problem. The group is responsible for developing a long-term plan for The group is responsible for developing a long-term plan for

problem resolution that may include a charge for problem resolution that may include a charge for implementing the solution proposed.implementing the solution proposed.


Forms of Employee Teams (cont’d)Forms of Employee Teams (cont’d)

•Process-Improvement TeamProcess-Improvement Team A group of experienced people from different A group of experienced people from different

departments or functions and charged with departments or functions and charged with improving quality, decreasing waste, or improving quality, decreasing waste, or enhancing productivity in processes that affect enhancing productivity in processes that affect all departments or functions involved. Team all departments or functions involved. Team members are normally appointed by members are normally appointed by management.management.

•Virtual TeamVirtual Team A group with widely dispersed members linked A group with widely dispersed members linked

together through computer and together through computer and telecommunications technology.telecommunications technology.


FIGURE

4.7Forms of Employee Teams

Cross-Functional Teams

A group staffed with a mix of specialists (e.g., marketing, production, engineering) and formed to accomplish a specific objective. Cross-functional teams are based on assigned rather than voluntary membership.

Project Teams A group formed specifically to design a new product or service. Members are assigned by management on the basis of their ability to contribute to success. The group normally disbands after task completion.

Self-Directed Teams Groups of highly trained individuals performing a set of interdependent job tasks within a natural work unit. Team members use consensus decision-making to perform work duties, solve problems, or deal with internal or external customers.

Task Force Teams A task force is formed by management to immediately resolve a major problem. The group is responsible for developing a long-term plan for problem resolution that may include a charge for implementing the solution proposed.

Process-Improvement Teams

A group made up of experienced people from different departments or functions and charged with improving quality, decreasing waste, or enhancing productivity in processes that affect all departments or functions involved. Team members are normally appointed by management.


Characteristics of Successful TeamsCharacteristics of Successful Teams

• Commitment to shared goals and Commitment to shared goals and objectivesobjectives

• Motivated and energetic team membersMotivated and energetic team members• Open and honest communicationOpen and honest communication• Shared leadershipShared leadership• Clear role assignmentsClear role assignments• Climate of cooperation, collaboration, Climate of cooperation, collaboration,

trust, and accountabilitytrust, and accountability• Recognition of conflict and its positive Recognition of conflict and its positive

resolutionresolution


Obstacles to Effective Team FunctionObstacles to Effective Team Function

• Overly high expectationsOverly high expectations• Group compensationGroup compensation• TrainingTraining• Career movementCareer movement• PowerPower


Training Team MembersTraining Team Members

•Complete skills training in:Complete skills training in: Team leadershipTeam leadership Mission/goal settingMission/goal setting Conduct of meetingsConduct of meetings Team decision makingTeam decision making Conflict resolutionConflict resolution Effective communicationEffective communication Diversity awarenessDiversity awareness


Flexible Work SchedulesFlexible Work Schedules

•Compressed WorkweekCompressed Workweek Shortening the number of days in the Shortening the number of days in the

workweek by lengthening the number of hours workweek by lengthening the number of hours worked per day.worked per day. The four-day, forty-hour week, generally referred to as 4/10 The four-day, forty-hour week, generally referred to as 4/10

or 4/40. or 4/40. Reducing weekly hours to 38 or 36 hours or scheduling 80 Reducing weekly hours to 38 or 36 hours or scheduling 80

hours over nine days (9/80), taking one day off every other hours over nine days (9/80), taking one day off every other week.week.



• BenefitsBenefits Recruitment and Recruitment and

retention of employeesretention of employees

Coordinating employee Coordinating employee work schedules with work schedules with production schedulesproduction schedules

Accommodating the Accommodating the leisure-time activities of leisure-time activities of employees while employees while facilitating employee facilitating employee personal appointmentspersonal appointments

Improvements in Improvements in employee job employee job satisfaction and moralesatisfaction and morale

• DisadvantagesDisadvantages Overtime payments Overtime payments

required by the Fair required by the Fair Labor Standards Act for Labor Standards Act for employees working over employees working over 40 hours in one week. 40 hours in one week.

The additional stress on The additional stress on managers and managers and employees, and long employees, and long workdays can be workdays can be exhausting.exhausting.



•FlextimeFlextime Working hours that permit employees the Working hours that permit employees the

option of choosing daily starting and quitting option of choosing daily starting and quitting times, provided that they work a set number of times, provided that they work a set number of hours per day or week.hours per day or week.

All employees are required to be present All employees are required to be present during a designated “core period.”during a designated “core period.”

Flexible hours reduce absenteeism and Flexible hours reduce absenteeism and tardiness.tardiness.

Employees can schedule their working hours Employees can schedule their working hours for the time of day when they are most for the time of day when they are most productive.productive.


3How to Request a Flexible Work Schedule

You may be thinking, “My manager would never agree to a flexible work schedule.” But that’s not necessarily so. When valued employees make reasonable scheduling requests, managers often try to accommodate employee proposals. Here are some proven strategies for securing different types of flexible work hour arrangements.

• Investigate. Look into similar arrangements others have made within your company or industry. Research company policy. Be realistic by providing a schedule that will fit the demands of your organization.

• Be Professional. Treat your request as a business proposal. Be positive and assume a “can-do” attitude.

• Be serious and present the proposal as a benefit to both you and your company. Present your idea as a “win-win” arrangement.

• Write It Out. Submit your request for a flexible work hour arrangement in a well-organized, detailed written proposal.

• Promote Yourself. Explain your value to your organization. Have others speak to your abilities—especially those in authority. Ask to be evaluated based on your quantity and quality of work rather than on the hours you actually spend on the job.

• Anticipate Questions. Be prepared for potential problems and have specific answers on how to deal with these issues. For example, how you will communicate or coordinate with other

employees.

• Propose a Review. Propose review dates to evaluate your new flexible schedule. Continually assess how you work with others and your manager.



•Job SharingJob Sharing The arrangement whereby two part-time The arrangement whereby two part-time

employees perform a job that otherwise would employees perform a job that otherwise would be held by one full-time employee.be held by one full-time employee.

Job sharers may work three days a week, Job sharers may work three days a week, creating an overlap day for extended face-to-creating an overlap day for extended face-to-face conferencing.face conferencing.

•TelecommutingTelecommuting The use of personal computers, networks, and The use of personal computers, networks, and

other communications technology such as fax other communications technology such as fax machines to do work in the home that is machines to do work in the home that is traditionally done in the workplace.traditionally done in the workplace.


Advantages of TelecommutingAdvantages of Telecommuting

• Increased flexibility for employeesIncreased flexibility for employees• Ability to attract workers who might not Ability to attract workers who might not

otherwise be availableotherwise be available• Lessened burden on working parentsLessened burden on working parents• Less time and money wasted on physical Less time and money wasted on physical

commutingcommuting• Increased productivityIncreased productivity• Reduced absenteeismReduced absenteeism


FIGURE

4.8Keys for Successful Telecommuting

• Identify jobs best suited to distance work. Identify jobs best suited to distance work. • Select responsible employees. Select responsible employees. • Establish employee feedback procedures and Establish employee feedback procedures and

performance review methods for evaluation.performance review methods for evaluation.• Establish formalized telecommuting procedures.Establish formalized telecommuting procedures.• Begin a formal training program.Begin a formal training program.• Keep telecommuters informed and “in the loop.”Keep telecommuters informed and “in the loop.”• Recognize when telecommuting isn’t working.Recognize when telecommuting isn’t working.


job design 5 matakuliah: j0124 – manajemen sumber daya manusia tahun : 2010

Documents

job results

job design5matakuliah

work activities

work performedresponsibility

work outcomesknowledge

job design conceptsdescribe

cengage learning

employee job satisfaction