DEFINITION

Job design : It involves systematic attempt to organize tasks, duties and responsibilities into a unit of work to achieve certain objectives.

Job Design is a logical sequence of Job Analysis.

Job Analysis : An analysis which provide job-related data as well as the skills and knowledge expected of the incumbent to discharge the job.

Job Design involves three steps :-

1. Identification of individual tasks.

2. Specification of methods to carry out the job.

3. Combination of tasks into specific jobs to be assigned to individuals. Step 1 and 3 determine content of job and step 2

tells how the job shall be performed. A successful job design lies in balancing the

requirements of the organization and job holder.

SCOPE OF JOB DESIGN

FACTORS AFFECTING JOB DESIGN

ORGANIZATIONAL FACTORS

1. CHARACTERISTICS OF TASK

Planning ( deciding the course of action , timing and the resources required )

Executing ( carrying on the plan )

Controlling (monitoring performance and taking corrective action when required )

2. WORK FLOW

Organization is strongly influenced by the nature of product and service.

Sequence and balance between job if work is to be done efficiently.

3.Ergonomice

Designing and shaping job to fit the physical abilities and characteristics of individuals.

Ergonomic helps employer to , workers abilities and job demand are balanced.

4.Work Practices

ENVIRONMENTAL FACTORS

1.Employee Availability & Abilities

Efficiency consideration must be balanced against the abilities and availability of the people who are to do the work.

2.Social & cultural expectations

Uniform design are almost certain to neglect national and cultural differences.

Working hours , holidays ,vacation , beliefs, management styles, worker sophistication and attitudes etc. affect the design of job.

BEHAVIORAL FACTORS

1.Feedback

Individuals must receive meaningful feedback about their performance.

2. Autonomy

Jobs that give worker

PRINCIPLE:

Principle is fundamental truth established by research,

Investing and analysis. Many personal principle have

been established through practice, observation and

expereince. Principle are truths generally applicable to all

organisations. Principle guide managers in formulating,

policies on the other hand vary organisation to organisation.

Variety

Greater variety in a job can improve the interest, challenge and

commitment of the role holder to the task. Doing the same repetitive

tasks may offer little challenge and can lead to role holders losing

interest or becoming and dissatisfied.

Variety means more than simply adding an extra but similar duty. For

example, processing different forms would not make the work more

meaningful as there may be no extra challenge. Some other type of

relevant activity may, therefore, be worthwhile incorporating into the job.

Alternatively, too much variety can also be frustrating and a source Of conflict and dissatisfaction. The optimum amount of variety will Differ from person to person and will depend on the level of the

position, and the needs of the job.

Responsibility

Individuals need to feel responsible for the work they are doing, Either individually or as part of a team. Their work should be clearly identified so they can see that they are personally responsible for the outcomes (successes and failures) that occur as a result of

their own actions. If the responsibilities are clear, then the role

holder and their supervisor will be better able to know if the accountabilities of the position are being delivered. The employee should be able to understand the significance of the work they undertake and where it fits into the purpose of the organisation.

Autonomy

This goes hand in hand with responsibility. Autonomy means giving more scope to individuals to regulate and control their own work within the parameters set for the job. The role holder will need to have some areas of decision-making that they can call their own, within the overall framework for their job.

Task identity

Individuals often receive more satisfaction from doing a ‘whole’ piece of work. This is more likely to occur when a task or job has a distinct beginning and end which is clearly apparent to the roleholder and others who work around them. It is highly desirable that people see the end results of the work they have produced, either on their own or as a part of a team.

Feedback

Everyone benefits from information on how they are doing and this helps roleholders feel motivated and contributes to their development in the role.

Providing genuine feedback is primarily the responsibility of the line manager, and can built in to the formal working relationship through e.g. regular one-to-one meetings to discuss work objectives.

The staff review and development appraisal procedure provides one important mechanism for nominated supervisors to communicate and give feedback to staff members.

Recognition and support

Jobs need to encourage sound working relationships between individuals, provide clearly defined areas of responsibility and where possible, support team working. This can reduce an individual's feeling of isolation, which may result in negative feelings about work and the workplace.

Working environment

A job must be designed to support a safe and healthy working environment that is non-discriminatory, free from harassment, occupational health and safety hazards.