Job Design Amp Redesign

8/6/2019 Job Design Amp Redesign

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JOB DESIGN &REDESIGN



JOB ?

A group of finite tasks to be performed and

duties to be fulfilled in order to achieve an endresult.



Charting the Organization

� Organization charty A chart that shows the organizationwide

distribution of work, with titles of each position

and interconnecting lines that show who reports

to and communicates to whom.

� Process chart

y A work flow chart that shows the flow of inputs to

and outputs from a particular job.



JOB DESIGN

is a conscious effort to organise tasks,

duties and responsibilities into a unit of

work to achieve a certain objective.



JOB REDESIGN

is a conscious effort to re-organise

tasks, duties and responsibilities

into a unit of work to satisfy bothtechnological and human

considerations simultaneously.



APPROACHES TO JOB REDESIGN

� Job-based approaches

� Person-based approaches

� Team-based approaches



Job-Based Approaches

� Specialisation

� Standardisation

� Operations and

productionmanagement (process

identification,

scheduling, etc)

Techniques

� Job elements

�

Time and motionstudies

� Flow charts and

Process charts



Person-Based Approaches

� Job enlargement

� Job enrichment

� Job rotation

Techniques

� Job Characteristics

Model



Specialized to Enlarged Jobs

� Job Enlargement = same-level activities

� Job Enrichment = redesigning to

experience more responsibility,

achievement, growth and recognition

� Job Rotation = moving from one job to

another



THE JOB

AND ITS

TASKS

JOB REDESIGN

Rearrangeexisting tasks in

the job

Include

work done

after the job

Add new

responsibility

Increase closureof tasks

Eliminate

dissatisfying

tasks fr om job

Include workdone bef ore

the job

Add new tasks

Increase feedb

ackon perf ormance



Job Characteristics Model

Core Job Core Job

CharacteristicsCharacteristics

Critical PsychCritical Psych

StatesStates

Personal &Personal &

Work OutcomesWork Outcomes

Skill Variety

Task Identity

Task

Significance

Autonomy

Job Feedback

Experienced

meaningfulness

of the work

Experienced

responsibility f or

work outcomes

Knowledge of

work results

High internal

work motivation

High quality work

perf ormance

High satisfaction

with work

Low absenteeism

& turnover

Individual Differences



Job Characteristics

Skill Variety The extent to which the work requires several

different activities for successful completion.

Task Identity The extent to which the job includes a ´wholeµ

identifiable unit of work that is carried out

from start to finish and that results in a visible

outcome.

Task

Significance

The impact the job has on other people.

Autonomy The extent of individual freedom and discretionin the work and its scheduling.

Feedback The amount of information received about how

well or how poorly one has performed.



Team-Based Approaches

� Sociotechnical

enrichment

� Quality systems/circles

Techniques

� Multi-skilling

� Job families

� Self-managing work

teams



Types of Teams

Special-

Purpose Team

Organizational team formed to address

specific problems, improve work processes,

and enhance product and service quality.

Quality Circle Small group of employees who monitor

productivity and quality and suggest

solutions to problems.

Production

Cells

Grouping of workers who produce

components or entire products.

Self-directed

Work Team

A team composed of individuals assigned a

cluster of tasks, duties, and

responsibilities to be accomplished.

Shamrock

Team

A team composed of a core of members,

resource experts who join the team as

appropriate, and part-time/temporary

members as needed



WORK SCHEDULING

� Compressed work week

� Flexible working hours

y

Flexitour y Gliding time

y Flexiplace

y Flexyears

� Job Sharing

� Part-time Work



JOB ANALYSIS



Job Analysis ² What is it and how

is it used?The procedure for determining the duties

and skill requirements of a job and the

kind of person who should be hired for it.

Check the site http://www.job-

analysis.net/G000.htm to find some of thepurposes for which job analysis is used.



Information Collected

� Activities and behaviors

� Machines, tools, equipment and work aids

� Performance standards

� Job context

� Human requirements



The Output of Job Analysis

� Job descriptiony A list of a job¶s duties, responsibilities, reporting

relationships, working conditions, and supervisory

responsibilities

� Job specificationsy A list of a job¶s ³human requirements,´ that is, the

requisite education, skills, personality, and so on.



Uses of Job Analysis Information

� Recruitment and Selection

� Compensation

�

Performance Management� Training

� Discovering Unassigned Duties



Methods of Collecting Job Analysis

Information

� Interview

� Questionnaire� Observation

� Participant diary/logs

� Other sources of information




Information: The Interview

� Information sourcesy Individual employees

y Groups of employees

y Supervisors with

knowledge of the job

� Advantages

y Quick, direct way to find

overlooked information.

� Disadvantagesy Distorted information

� Interview formatsy Structured (Checklist)

y Unstructured




Information: Questionnaires

� Information source

y Have employees fill out

questionnaires to

describe their job-related

duties andresponsibilities.

� Questionnaire formats

y Structured checklists

y Opened-endedquestions

� Advantages

y Quick and efficient way

to gather information

from large numbers of

employees

� Disadvantages

y Expense and time

consumed in preparing

and testing thequestionnaire




Information: Observation


y Observing and noting the

physical activities of

employees as they go

about their jobs.

� Advantages

y Provides first-hand

information

y Reduces distortion of

information� Disadvantages

y Time consuming

y Difficulty in capturing entire

job cycle

y Of little use if job involves ahigh level of mental activity.




Information: Participant Diary/Logs


y Workers keep a

chronological diary/ log

of what they do and thetime spent in each

activity.

� Advantages

y Produces a more complete

picture of the job

y Employee participation

� Disadvantages

y Distortion of information

y Depends upon employees to

accurately recall their

activities



Writing Job Descriptions

� A job descriptiony A written statement of what the worker actually

does, how he or she does it, and what the job¶sworking conditions are.

� Sections of a typical job description

y Job identification

y Job summary

y Responsibilities and duties

y Authority of incumbent

y Standards of performance

y Working conditions



The Job Description

� Job identification

y Job title: name of job

y Grade: where it fits in the hierarchy

y Preparation date: when the description was

written

y Prepared by: who wrote the description

� Job summaryy Describes the general nature of the job

y Lists the major functions or activities



The Job Description (cont·d)

� Relationships (chain of command)y Reports to: employee¶s immediate supervisor

y Supervises: employees that the job incumbentdirectly supervises

y Works with: others with whom the job holder willbe expected to work and come into contact withinternally.

y Outside the company: others with whom the job

holder is expected to work and come into contactwith externally.



E.g . of Relationships Statement for

Human Resource Director

Depart ent

Secr etar

H an Resour ce

ler

Test

inistr ator

abor Relations

Manager

Human Resour ce

Dir ector

ice r esi ent

mployee Relations

Wor s with all

epartment

manager s and

top

management

Wor s with

employment

agencies,

r ecr uiter s, union

r eps, govt.

agencies,

vendor s




� Responsibilities and duties

y A listing of the job¶s major responsibilities and

duties (essential functions)

y Defines limits of jobholder¶s decision-makingauthority, direct supervision, and budgetary

limitations.




� Standards of performance and

working conditions

y Lists the standards the employee

is expected to achieve under each of the job description¶s main

duties and responsibilities.



Job Specifications

� What human traits and experience are

required to do the job well?

y Qualifications

y Prior experience

y Special training

y Personality factors

y

Physical characteristicsy Other attributes/qualities



Steps in Job Analysis

1. Clarify why you are collecting the

information

2. Review relevant background information

3. Select representative positions

4. Conduct the analysis

5. Verify with the worker / supervisor / mgmt.

6. Develop a job description and jobspecification



The Job Analysis System

SOURCES SOURCES

OF DATAOF DATA

METHODS OFMETHODS OF

COLLECTINGCOLLECTINGDATADATA

JOBJOBSPECIFICASPECIFICA--

TIONTION

JOBJOB

DESCRIPDESCRIP--

TIONTION

HR HR

FUNCTIONSFUNCTIONS

JOBJOB

DATADATA



HRP, JD &

JA Model

HR PlanningHR Planning

Job AnalysisJob Analysis

Macr o

Micr o

Job Description Job Specification

Other HRM Activities

(Recruitment, Selection, Perf ormanceappraisal, Training, Compensation)

Pr oductivity, QWL, Legal

Co

mpliance

Job DesignJob Design



Conclusion««.

Job Design Amp Redesign

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