JOB DESIGN

JOB DESIGN

PRESENTED BY :Swati Nigam

 Uses of Job analysis

 Recruitment and Selection:Job analysis

information helps recruiters seek and
find the right persons for the
organization.and,to hire the right
person,selection testing must asses the
most critical skills and abilities needed
to perform a job.The information
comes from the job analysis.
 Training and Career Development

 Knowing the skills necessary for the job is

essential to building effective training
programs.Moreover,helping people to move
efficiently from one career stage to another
can only be accomplished with information
from the job analysis.
 Compensation

 Compensation is usually tied to the duties and

responsibilities of a job .Thus,proper compensation
demands accurate assessments of what various jobs
entail.
 Strategic Planning: More and more, managers are
beginning to realise that job analysis is another
important tool in an organization’s overall strategic
planning efforts.Effective job analysis can help
organizations to change,eliminate,or otherwise
restructure work and work flow processes to meet
the changing demands of uncertain environments.
 Methods of Data Collection

 Observation:

 Under this method, data is collected

through observing an employee while at
work. The job analyst on the basis of
observation carefully records what the
worker does, how he/she does, and how
much time is needed for completion of
a given task.
 This is the most reliable method of seeking
first hand information relating to a job.
 This method is suitable for jobs that consist
primarily of observable physical ability,
short job cycle activities. The jobs of
draftsman, mechanic, spinner or weaver are
the examples of such jobs.
 However, the flip side of this method is
that this method is not suitable for jobs
that involve unobservable mental
activities reveal overlaps and grey areas
and have not complete job cycle.
 That it is time consuming is it’s yet
another handicap. Given these, the job
analyst needs to be quite skillful in
collecting data about jobs with a high
degree of discretion or decision
content. Training can make the job
analyst skillful.
 Interview

 In this method, the job analyst directly

interviews the job holder through a
structured interview form to elicit
information about the job. This method is
found suitable particularly for jobs wherein
direct observation is not feasible. By way of
directly talking to the job holder, the
interviewer job analyst may extract
meaningful information from the job holder
about his/her job.
 However the interview method is both time
consuming and costly. Particularly, the
professional and managerial jobs due to
their complicated nature of job, require a
longer interview’ This may also be a
possibility that bias on the part of the
analyst and the job holder i.e., the
respondent may cloud the accuracy and
objectivity of the information gathered
through interview.
 Nonetheless, the effectiveness of the interview
method will depend on the ability of both interviewer
and respondent in asking questions and responding
them respectively.
 Questionnaire

 Questionnaire method of job data collection

is desirable especially in the following two
situations:
 First, where the number of people doing the same
job is large and to personally interview them is
difficult and impracticable.
 Second, where giving enough time to employees is
desirable to enable them to divulge and explore the
special aspects of the jobs.
 In this method, the employee is given
structured questionnaire to fill in, which are
then returned to the supervisors. The
supervisor, after making the required and
necessary corrections in the information
contained in the questionnaire, submits the
corrected information to the job analyst.
Questionnaire provides comprehensive
information about the job.
 Information so obtained can be quantified
and processed in the computer. The greatest
advantage of the questionnaire method is
that it enables the analyst to cover a large
number of job holders in the shortest
possible time.
 However, the method suffers from
certain shortcomings as well. In the
absence of direct rapport between the
job analyst and the employee, both
cooperation and motivation on the part
of the employee tends to be at low level.
 Often employee due to lack of training
and skill, do not express the job related
information in a meaningful and clear
fashion. As such, job related data tends
to be inaccurate. Moreover, the method
is time-consuming and costly.
 The checklist method of job data collection differs
from the questionnaire method in the sense that it
contains a few subjective questions in the form of
yes or no. The job holder is asked to tick the
questions that are related to his/her job. Checklist
can be prepared on the basis of job information
obtained from various sources such as supervisors,
industrial engineers, and other people who are
familiar with the particular job.
 Once the checklist is prepared, it is then
sent, to the job holder to check all the tasks
listed in the list he/she performs. He/she is
also asked to mention the amount of time
spent on each task by him/her and the type
of training and experience required to do
each task. Information contained in
checklist is, then, tabulated to obtain the
job-related data.
 Like questionnaire method, the checklist
method is suitable in the large organisations
wherein a large number of workers are
assigned one particular job. Since the
method is costly and, therefore, is not
suitable for small organisations.
 Critical Incidents

 This method is based on the job holder’s past

experiences on the job. They are asked to recapitu-
late and describe the past incidents related to their
jobs. The incidents so reported by the job holders
are, then, classified into various categories and
analysed in detail. Yes, the job analyst requires a
high degree of skill to analyse the incidents
appropriately described by the job holders. However,
this method is also time-consuming one.
 Dairies or Log Books

 In this method, the job holder is asked to maintain a

diary recording in detail the job-related activities
each day. If done judiciously, this method provides
accurate and comprehensive information about the
job. This overcomes memory lapses on the part of
the job holder. As recording of activities may spread
over several days, the method, thus, becomes time-
consuming one.
 The disadvantage associated with this
method is that it remains incomplete
because it does not give desirable data on
supervisor relationship, the equipment used
and working conditions prevalent at the
work place.
JOB DESIGNS: THE RESULTS OF JOB
ANALYSIS

JOB RANGE JOB DEPTH

 Number of tasks a
 Degree of
person is expected to
responsibilities that
perform while doing a
are assigned to the
job
individual which are
 The more tasks
challenging also.
required, the greater
the job range
FREDERICK IRVING HERZBERG

Herzberg introduced the

concept of job design
He concluded that workers were happier

on their jobs based on intrinsic value of

the job itself(personal growth, higher

responsibility ,sense of achievement

and recognition).

Work motivation and higher productivity

can be achieved if appropriate changes

are incorporated in the job design.

 JOB DESIGN TECHNIQUES

JOB REDESIGN

JOB ENLARGEMENT

JOB ROTATION

JOB ENRICHMENT
 JOB REDESIGN

 Job redesign is the restructuring of the various

tasks
 and responsibilities in the assigned work.
 Job redesigning is done to increase the motivational
level of the employees.
 JOB DESIGNS: THE RESULTS OF JOB
ANALYSIS

No of Tasks Variety of task of Variety of tasks of

(Job Depth) similar nature : Job different nature : Job
Enrichment Rotation

Few tasks of similar Few tasks of different

nature : Job nature : Job
Enlargement

Task complexity
( Job Range )
Job Design
 JOB REDESIGN

 Job redesign is an effort where job responsibilities

and tasks are reviewed, and possibly re-allocated
among staff, to improve output. Redesigning
jobs can lead to improvements in both productivity
and in jobsatisfaction.
 Advantages of Job Redesigning

 Increases the quality of work life.

 Increases organizational productivity.
 Increases on the job productivity.
 Increases the right person-job fit.
 Increases the sense of belongingness in the
employees.
 JOB ENLARGEMENT

Job enlargement is an increase in job tasks and responsibilities to make a

position more challenging. It is a horizontal expansion, which means that the
tasks added are at the same level as those in the current position.

 Eg: As in the case of vehicle driver, apart from driving he can undertake
the job of maintenance of the vehicle.

 The factory worker who was just installing a tube is now getting the
opportunity to assemble the entire television set.

Increases job range, but not depth.

Advantage :

More Variety In A Job

Acquiring Additional Proficiency.

Dissatisfaction Of Employees Can Not Be Avoided After A Long Period Due

To Boredom.
 JOB ENRICHMENT

The concept of job enrichment was developed by

Fredrik Herzberg in the 1950s.

Job enrichment involves providing the individual more

authority in planning and controlling the work.

Job enrichment involves providing an employee with

more responsibility for a job and challenges the
individual’s skills at work.

Enrichment involves increasing the decision-making

authority and encouraging the employee with their tasks.
JOB ENRICHMENT : MERITS & DEMERITS

ADVANTAGES DISADVANTAGES

Job enrichment is useful to both In many cases, job enrichment does

the workers and the organization. not give the expected results.
The worker gets achievement, It makes many changes in the job.

recognition and self-actualization. So many workers oppose it.

It has limited use for highly
The worker gets a sense of belonging
skilled managers and professionals.
to the organization.
The consent of workers is not taken
The worker finds the job meaningful.
before implementing job enrichment.
Job enrichment reduces absenteeism, Managers force the workers to
labour- turnover and grievances. accept job enrichment, which is not good.
It motivates the workers to give best
performance.
JOB ENRICHMENT V/S JOB ENLARGEMENT

Job Enrichment Job Enrichment + Job

Focus of Enlargement
Depth
Routine Job Job Enlargement

No. of Task
Difference in Job Enlargement and Job Enrichment
JOB ROTATION

Job rotation refers to a

technique where the
employee is periodically
rotated from one job to
another within the work
design.

It involves moving employees

among different jobs over a
period of time