TOPIC: JOB DESIGN
Job design is the division of work tasks assigned to an individual in an organization that
specifies what the worker does, how, and why. Effective job design contributes to the achievement of
organizational objectives, motivation, and employee satisfaction.
For example, if an employee normally assembles parts, the job may be enlarged to include
new tasks such as work planning, inspection / quality control, or maintenance.
4 MAIN TECHNIQUES
JOB SIMPLIFICATION
JOB ROTATION
JOB ENLARGEMENT
JOB ENRICHMENT
1. JOB SIMPLIFICATION
Work or job simplification is the process of removing tasks from existing roles in order to
make them more focused. The objective of work simplification is to develop improved work
methods that maximize output while minimizing expenditure and cost.
Example of job simplification at work.
Amy works at the reception of a fast-growing company. Her role is to handle administration,
take care of office chores, and receive guests. Amy loved her work. However, when the
company grew from 50 to 150 people over a two-year period, she started to drop the ball on
her administrative tasks and started showing burnout symptoms. Over this two year period,
Amy’s responsibilities stayed the same but the group of people she had to take care of,
increased by 300%!
Her manager then sat her down and asked which parts of the role she loved the most. Amy
loved the chores and receiving guests but the administrative tasks became too much for her.
The company then decided to create an additional office manager function who would be
dedicated to these administrative tasks. Amy’s responsibilities were reduced to the other two
activities.
2. JOB ROTATION
Job rotation is the practice of moving employees between jobs in an organization.
These rotations are predominantly lateral, meaning that they happen between jobs on the
same level and are not considered promotions. They are also often temporary with people
moving back to their original job after a certain time.
For example, a dress designer at a bridal shop may work for a time as a sales consultant
to learn a different segment of the business.
An administrative employee might spend part of the week looking after the reception area of a
business, dealing with customers and enquiries. Some time might then be spent manning the
company telephone switchboard and then inputting data onto a database.
3. JOB ENLARGEMENT
Duties are added to a job.
Changes the jobs to include more and/or different tasks.
Example
A bank teller not only handles deposits and disbursement, but also distributes
traveler’s checks and sells certificates of deposit.
In a factory a machine operator may be given the added task of setting up the machine.
A carpenter who makes chairs, will now also make tables.
Core Job Dimensions
Skill variety — This refers to the range of skills and activities necessary to complete the
job. The more a person is required to use a wide variety of skills, the more satisfying the job
is likely to be.
Task identity — This dimension measures the degree to which the job requires
completion of a whole and identifiable piece of work. Employees who are involved in an
activity from start to finish are usually more satisfied.
Task significance — This looks at the impact and influence of a job. Jobs are more
satisfying if people believe that they make a difference, and are adding real value to
colleagues, the organization, or the larger community. Task significance is the degree to
which employees perceive their work as significantly impacting other people within or
outside of the organization, but the JCM specifies that only when workers have a sense
that their work positively impacts the well-being of other people will they have greater
meaningfulness.
Autonomy — This describes the amount of individual choice and discretion involved in a
job. More autonomy leads to more satisfaction. For instance, a job is likely to be more
satisfying if people are involved in making decisions, instead of simply being told what to
do.
Feedback — This dimension measures the amount of information an employee receives
about his or her performance, and the extent to which he or she can see the impact of the
work. The more people are told about their performance, the more interested they will be in
doing a good job. So, sharing production figures, customer satisfaction scores etc. can
increase the feedback levels.
4. JOB ENRICHMENT
a management concept that involves redesigning jobs so that they're more challenging to
the employee and have less repetitive work.
To improve employee motivation and productivity, jobs should be modified to increase
the motivators present for the employee.
- To make this concept more usable, let's imagine you're a company manager and want to
increase the satisfaction of your staff. As you walk through the process of job
enrichment, you'll need to keep in mind these goals:
- Reduce repetitive work.
- Increase the employee's feelings of recognition and achievement.
- Provide opportunities for employee advancement (as in promotions into jobs requiring
more skills).
- Provide opportunities for employee growth (as in, an increase in skills and knowledge
without a job promotion).
The purpose of job enrichment is to make the position more satisfying to the employee.
Overall goals for the company often include increasing employee job satisfaction, reducing
turnover, and improving productivity of employees.
Core Job Dimensions
Skill variety — This refers to the range of skills and activities necessary to complete the
job. The more a person is required to use a wide variety of skills, the more satisfying the job
is likely to be.
Task identity — This dimension measures the degree to which the job requires
completion of a whole and identifiable piece of work. Employees who are involved in an
activity from start to finish are usually more satisfied.
Task significance — This looks at the impact and influence of a job. Jobs are more
satisfying if people believe that they make a difference, and are adding real value to
colleagues, the organization, or the larger community. Task significance is the degree to
which employees perceive their work as significantly impacting other people within or
outside of the organization, but the JCM specifies that only when workers have a sense
that their work positively impacts the well-being of other people will they have greater
meaningfulness.
Autonomy — This describes the amount of individual choice and discretion involved in a
job. More autonomy leads to more satisfaction. For instance, a job is likely to be more
satisfying if people are involved in making decisions, instead of simply being told what to
do.
Feedback — This dimension measures the amount of information an employee receives
about his or her performance, and the extent to which he or she can see the impact of the
work. The more people are told about their performance, the more interested they will be in
doing a good job. So, sharing production figures, customer satisfaction scores etc. can
increase the feedback levels.
