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JOB DESIGN &REDESIGN
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JOB ?
A group of finite tasks to be performed and
duties to be fulfilled in order to achieve an endresult.
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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.
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JOB DESIGN
is a conscious effort to organise tasks,
duties and responsibilities into a unit of
work to achieve a certain objective.
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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.
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APPROACHES TO JOB REDESIGN
� Job-based approaches
� Person-based approaches
� Team-based approaches
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Job-Based Approaches
� Specialisation
� Standardisation
� Operations and
productionmanagement (process
identification,
scheduling, etc)
Techniques
� Job elements
�
Time and motionstudies
� Flow charts and
Process charts
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Person-Based Approaches
� Job enlargement
� Job enrichment
� Job rotation
Techniques
� Job Characteristics
Model
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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
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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
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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
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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.
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Team-Based Approaches
� Sociotechnical
enrichment
� Quality systems/circles
Techniques
� Multi-skilling
� Job families
� Self-managing work
teams
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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
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WORK SCHEDULING
� Compressed work week
� Flexible working hours
y
Flexitour y Gliding time
y Flexiplace
y Flexyears
� Job Sharing
� Part-time Work
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JOB ANALYSIS
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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.
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Information Collected
� Activities and behaviors
� Machines, tools, equipment and work aids
� Performance standards
� Job context
� Human requirements
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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.
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Uses of Job Analysis Information
� Recruitment and Selection
� Compensation
�
Performance Management� Training
� Discovering Unassigned Duties
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Methods of Collecting Job Analysis
Information
� Interview
� Questionnaire� Observation
� Participant diary/logs
� Other sources of information
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Methods of Collecting Job Analysis
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
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Methods of Collecting Job Analysis
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
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Methods of Collecting Job Analysis
Information: Observation
� Information source
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.
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Methods of Collecting Job Analysis
Information: Participant Diary/Logs
� Information source
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
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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
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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
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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.
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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
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The Job Description (cont·d)
� 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.
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The Job Description (cont·d)
� 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.
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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
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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
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The Job Analysis System
SOURCES SOURCES
OF DATAOF DATA
METHODS OFMETHODS OF
COLLECTINGCOLLECTINGDATADATA
JOBJOBSPECIFICASPECIFICA--
TIONTION
JOBJOB
DESCRIPDESCRIP--
TIONTION
HR HR
FUNCTIONSFUNCTIONS
JOBJOB
DATADATA
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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
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Conclusion««.
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