Job enlargement

Job enlargement means increasing the scope of a job through extending the range
of its job duties and responsibilities generally with in the same level and periphery.
This contradicts the principles of specialisation and the division of labour whereby
work is divided into small units, each of which is performed repetitively by an
individual worker. Some motivational theories suggest that the boredom and
alienation caused by the division of labour can actually cause efficiency to fall.
Thus, job enlargement seeks to motivate workers through reversing the process of
specialisation. A typical approach might be to replace assembly lines with modular
work; instead of an employee repeating the same step on each product, they
perform several tasks on a single item. In order for employees to be provided with
Job Enlargement they will need to be retrained in new fields which can prove to be
a lengthy process. However results have shown that this process can see its effects
diminish after a period of time, as even the enlarged job role become the mundane,
this in turn can lead to similar levels of demotivation and job dissatisfaction at the
expense of increased training levels and costs. The continual enlargement of a job
over time is also known as 'job creep,' which can lead to an unmanageable
workload.

Job enrichment
Job enrichment is an attempt to motivate employees by giving them the
opportunity to use the range of their abilities. It is an idea that was developed by
the American psychologist Frederick Hertzberg in the 1950s. It can be contrasted
to job enlargement which simply increases the number of tasks without changing
the challenge. As such job enrichment has been described as 'vertical loading' of a
job, while job enlargement is 'horizontal loading'. An enriched job should ideally
contain:
• A range of tasks and challenges of varying difficulties
(Physical or Mental)
• A complete unit of work - a meaningful task
• Feedback, encouragement and communication
•

Techniques
Job enrichment, as a managerial activity includes a three steps technique:[citation needed]
1. Turn employees' effort into performance:
 • Ensuring that objectives are well-defined and understood by
everyone. The overall corporate mission statement should
be communicated to all. Individual's goals should also be
clear. Each employee should know exactly how he/she fits
into the overall process and be aware of how important their
contributions are to the organization and its customers.
• Providing adequate resources for each employee to perform
well. This includes support functions like information
technology, communication technology, and personnel
training and development.
• Creating a supportive corporate culture. This includes peer
support networks, supportive management, and removing
elements that foster mistrust and politicking.
• Free flow of information. Eliminate secrecy.
• Provide enough freedom to facilitate job excellence.
Encourage and reward employee initiative. Flextime or
compressed hours could be offered.
• Provide adequate recognition, appreciation, and other
motivators.
• Provide skill improvement opportunities. This could include
paid education at universities or on the job training.
• Provide job variety. This can be done by job sharing or job
rotation programmes.
• It may be necessary to re-engineer the job process. This
could involve redesigning the physical facility, redesign
processes, change technologies, simplification of
procedures, elimination of repetitiveness, redesigning
authority structures.
2. Link employees performance directly to reward:[citation needed]
• Clear definition of the reward is a must
• Explanation of the link between performance and reward is
important
• Make sure the employee gets the right reward if performs
well
• If reward is not given, explanation is needed
3. Make sure the employee wants the reward. How to find out?[citation needed]
• Ask them
• Use surveys( checklist, listing, questions)

Job satisfaction

• Job satisfaction describes how content an individual is with

his or her job. The happier people are within their job, the
more satisfied they are said to be. Job satisfaction is not the
same as motivation, although it is clearly linked. Job design
aims to enhance job satisfaction and performance, methods
include job rotation, job enlargement and job enrichment.
Other influences on satisfaction include the management
style and culture, employee involvement, empowerment and
autonomous work position . Job satisfaction is a very
important attribute which is frequently measured by
organizations. The most common way of measurement is the
use of rating scales where employees report their reactions
to their jobs. Questions relate to rate of pay, work
responsibilities, variety of tasks, promotional opportunities,
the work itself and co-workers. Some questioners ask yes or
no questions while others ask to rate satisfaction on 1-5 scale
(where 1 represents "not at all satisfied" and 5 represents
"extremely satisfied").

Definition
Job satisfaction has been defined as a pleasurable emotional state resulting from
the appraisal of one’s job;[1] an affective reaction to one’s job;[2] and an attitude
towards one’s job.[3] Weiss (2002) has argued that job satisfaction is an attitude but
points out that researchers should clearly distinguish the objects of cognitive
evaluation which are affect (emotion), beliefs and behaviours.[4] This definition
suggests that we form attitudes towards our jobs by taking into account our
feelings, our beliefs, and our behaviors.
Job Rotation
For the executive, job rotation takes on different perspectives. The executive is
usually not simply going to another department. In some vertically integrated
organizations, for example, where the supplier is actually part of same
organization or subsidiary, job rotation might be to the supplier to see how the
business operates from the supplier point of view. Learning how the
organization is perceived from the outside broadens the executive’s outlook on
the process of the organization. Or the rotation might be to a foreign office to
provide a global perspective.

For managers being developed for executive roles, rotation to different

functions in the company is regular carried out

This approach allows the manger to operate in diverse roles and understand
the different issues that crop up. If someone is to be a corporate leader, they
must have this type of training. A recent study indicated that the single most
significant factor that leads to leader’s achievement was the variety of
experiences in different departments, business units, cities, and countries.

An organized and helpful way to develop talent for the management or

executive level of the organization is job rotation. It is the process of
preparing employees at a lower level to replace someone at the next higher
level. It is generally done for the designations that are crucial for the
effective and efficient functioning of the organization.

Benefits of Job Rotation

Some of the major benefits of job rotation are:

• It provides the employees with opportunities to broaden the horizon of

knowledge, skills, and abilities by working in different departments,
 business units, functions, and countries

• Identification of Knowledge, skills, and attitudes (KSAs) required

• It determines the areas where improvement is required

• Assessment of the employees who have the potential and caliber for
filling the position

Job Analysis
Definition:

A job analysis is the process used to collect information about the duties,
responsibilities, necessary skills, outcomes, and work environment of a particular
job. You need as much data as possible to put together a job description, which is
the frequent outcome of the job analysis. Additional outcomes include recruiting
plans, position postings and advertisements, and performance development
planning within your performance management system.

The job analysis may include these activities:

• reviewing the job responsibilities of current employees,

• doing Internet research and viewing sample job descriptions online or offline
highlighting similar jobs,
• analyzing the work duties, tasks, and responsibilities that need to be
accomplished by the employee filling the position,
• researching and sharing with other companies that have similar jobs, and
• articulation of the most important outcomes or contributions needed from the
position.
The more information you can gather, the easier the actual writing of the job
description will be.
 Job Analysis
Job analysis is a systematic approach to defining the job role, description,
requirements, responsibilities, evaluation, etc. It helps in finding out required
level of education, skills, knowledge, training, etc for the job position. It also
depicts the job worth i.e. measurable effectiveness of the job and contribution
of job to the organization. Thus, it effectively contributes to setting up the
compensation package for the job position.

Importance of Job Analysis

Job analysis helps in analyzing the resources and establishing the strategies to
accomplish the business goals and strategic objectives. It forms the basis for
demand-supply analysis, recruitments, compensation management, and
training need assessment and performance appraisal.

ComponentsofJobAnalysis

Job analysis is a systematic procedure to analyze the requirements for the job
role and job profile. Job analysis can be further categorized into following
sub components.
JobPosition
Job position refers to the designation of the job and employee in the
organization. Job position forms an important part of the compensation
strategy as it determines the level of the job in the organization. For example
management level employees receive greater pay scale than non-managerial
employees. The non-monetary benefits offered to two different levels in the
organization also vary.

JobDescription

Job description refers the requirements an organization looks for a particular

job position. It states the key skill requirements, the level of experience
needed, level of education required, etc. It also describes the roles and
responsibilities attached with the job position. The roles and responsibilities
are key determinant factor in estimating the level of experience, education,
skill, etc required for the job. It also helps in benchmarking the performance
standards.
 JobWorth

Job Worth refers to estimating the job worthiness i.e. how much the job
contributes to the organization. It is also known as job evaluation. Job
description is used to analyze the job worthiness. It is also known as job
evaluation. Roles and responsibilities helps in determining the outcome from
the job profile. Once it is determined that how much the job is worth, it
becomes easy to define the compensation strategy for the position.

Therefore, job analysis forms an integral part in the formulation of

compensation strategy of an organization. Organizations should conduct the
job analysis in a systematic at regular intervals. Job analysis can be used for
setting up the compensation packages, for reviewing employees’
performance with the standard level of performance, determining the training
needs for employees who are lacking certain skills.

job design

Definition

Work arrangement (or rearrangement) aimed at reducing or overcoming job

dissatisfaction and employee alienation arising from repetitive and mechanistic tasks.
Through job design, organizations try to raise productivity levels by offering non-
monetary rewards such as greater satisfaction from a sense of personal achievement in
meeting the increased challenge and responsibility of one's work. Job enlargement, job
enrichment, job rotation, and job simplification are the various techniques used in a job
design exercise.
Job Evaluation

Job Evaluation - What is it ?

Job evaluation is a practical technique, designed to enable trained and experienced

staff to judge the size of one job relative to others. It does not directly determine
pay levels, but will establish the basis for an internal ranking of jobs.

The two most common methods of job evaluation that have been used are first,
whole job ranking, where jobs are taken as a whole and ranked against each other.
The second method is one of awarding points for various aspects of the job. In the
points system various aspects or parts of the job such as education and experience
required to perform the job are assessed and a points value awarded - the higher the
educational requirements of the job the higher the points scored. The most well
known points scheme was introduced by Hay management consultants in 1951.
This scheme evaluates job responsibilities in the light of three major factors - know
how, problem solving and accountability.

Some Principles of Job Evaluation

• Clearly defined and identifiable jobs must exist. These jobs will be
accurately described in an agreed job description.
• All jobs in an organisation will be evaluated using an agreed job evaluation
scheme.
• Job evaluators will need to gain a thorough understanding of the job
• Job evaluation is concerned with jobs, not people. It is not the person that is
being evaluated.
• The job is assessed as if it were being carried out in a fully competent and
acceptable manner.
• Job evaluation is based on judgement and is not scientific. However if
applied correctly it can enable objective judgements to be made.
 • It is possible to make a judgement about a job's contribution relative to other
jobs in an organisation.
• The real test of the evaluation results is their acceptability to all participants.
• Job evaluation can aid organisational problem solving as it highlights
duplication of tasks and gaps between jobs and functions.

Job Evaluation - The Future

As organisations constantly evolve and new organisations emerge there will be

challenges to existing principles of job evaluation. Whether existing job evaluation
techniques and accompanying schemes remain relevant in a faster moving and
constantly changing world, where new jobs and roles are invented on a regular
basis, remains to be seen. The formal points systems, used by so many
organisations is often already seen to be inflexible. Sticking rigidly to an existing
scheme may impose barriers to change. Constantly updating and writing new jobs
together with the time that has to be spent administering the job evaluation
schemes may become too cumbersome and time consuming for the benefits that
are derived.

Does this mean that we will see existing schemes abandoned or left to fall into
disrepute ? Will providers of job evaluation schemes examine and, where
necessary, modify them to ensure they are up to date and relevant ? Simply
sticking rigidly to what is already in place may not be enough to ensure their
survival.

Job Evaluation - More

Job evaluation is essentially one part of a tripartite subject, which is collectively

referred to as Job Study (other names exist). The three parts are Job Analysis; Job
Evaluation - the information collected is evaluated using a numerical scale or
ranking and rating methodology; and Merit Rating - BSI definition (32542).
BSI definition - 32529 – “Any method ranking the relative worth of jobs which can
then be used as a basis for a remuneration system”

It is essentially a comparative process.

Job evaluation evaluates selected job factors, which are regarded as important for
the effective performance of the job, according to one of several alternative
methods. The resulting numerical gradings can form the basis of an equitable
structure of job gradings. The job grades may or may not be used for status or
payment purposes.

Explanation:

Job Evaluation is concerned with measuring the demands the job places on its
holder. Most factors that contribute to this job pressure, e.g. physical strength
required, knowledge of mathematics required, are assessed and the result is a
numerical estimate of the total job pressure. When evaluations are carried out on
all hourly paid personnel the technique’s uses include establishing relative wage
rates for different tasks. It is possible to use it for all grades of personnel, even
senior management.

Illustration:
The Time Span of Discretion is an interesting and unusual method of job
evaluation developed by Elliot Jaques for the Glacier Metal Company. In this
method the job pressure is assessed according to the length of time over
which managers decisions commit the company. A machine operative, for
example, is at any moment committing the company only for the period
needed to make one product unit or component. The manager who buys the
machine is committing the company for ten years.