PIBA_BBA3_HRM1_Unit 4.1 job design and types of job design

Job design

1. Unit 4
Ch : 1
Job design:
Definition Methods &
Functioning of Teams

2. Chapter Outline:
•Job Design: Definition & Meaning
•Methods: Work Simplification, Job Rotation, Job
Enrichment, Job Enlargement,
•High Performance Work Teams,
•Autonomous or Self-Directed Teams

3. Job…. Design…
•Job is collection of task, duties,
responsibilities, knowledge etc.necessary
to be performed to achieve organization
objectives.
•Design: Blue Print
–Deciding in advance about the task and work
arrangements

5. What is job design???
•Job design is the process of formation of
structure to work activity.
•Systematic process of organizing specific job.
•Deciding the content of job
•Fixes the duties and responsibility of job
•The methods of doing the job
•And the relationships between the job holder
and his superior, subordinates and collogues.

7. Job Design
•“A well-designedjobmay lead to increased employee
well-being and may set the stage for thriving, that is,
when individuals surpass challenges at work and
personally grow from them”
•“A well-designed job leads to higher productivity and
quality of work while also leading to higher job
satisfaction, lower absence, and lower employee turnover
intensions.

8. •A successful job design lies in balancing the
requirements of the organization and job holder.

9. Why job design???

10. Objectives of Job Design
•Business purpose.Job design should support the purpose of the organisation
and what it needs to do to succeed. Its purpose, for example, could be to sell
a particular product, to provide a generic service, to constantly deliver
innovative new designs, and so on.
•People capability.Considerexisting capabilities both internally and in the
wider labour market.
•Quality.Design jobsto minimise the risk of errors and to impose a degree of
self-checking by employees to ensure highest possible quality standards.
•Speed.Jobs should be designed to ensure that timeliness of task completion
is appropriate to the job.For example, in the case of an emergency, the
speed and appropriateness of the response is probably the most important
feature of the job.

11. •Health and safety.Jobs must be designed to ensure they don't risk the well-being or
safety of the job holder, their colleagues, customers or other individuals.
•Productivity.Jobs must be designed to ensure the primary focus of the job holder is on
things that matter and add value to the business.
•Sustainability.Jobs should be designed with a view to sustainability, ensuring that
organisations can respond flexibly in the face of changing economic, social and political
landscapes. Also ensure there is room to develop the job over time to take account of
the evolving individual and organisational capabilities.
•Quality of working life.Job design should incorporate sufficient flexibility, breadth and
challenge to ensure individuals are motivated, excessive and prolonged stress is
minimised, and wherever possiblejob security is assuredto sustain good quality work
for employees.

12. Benefits of job design
Jobdesignisacontinuousandeverevolvingprocessthatisaimedathelping
employeesmakeadjustmentswiththechangesintheworkplace.Theendgoal
isreducingdissatisfaction,enhancingmotivationandemployeeengagementat
theworkplace.
Employee Input
Employee Training
Work / Rest Schedules
Adjustments

14. Factors affecting Job Design

15. Steps of Job design
•Step 1 and 3 determine content of job and step 2 tells
how the job shall be performed.
1. Identification of
individual tasks
2. Specification of
methods to carry
out the job
3. Combination of
of tasks into
specific jobs to
be assigned to
individuals

16. Techniques of Job Design

17. 1. Work Simplification
Job simplification means that the variety and
difficulty of task performed by a single person are
reduced.

18. •Jobsare broken down into very small
parts where a fragment called “task” is
repeatedly done over and over again by
the same individual.
•Advantages of Jobsimplification:-
–The productivity is high.
–Achieves specialization.
–Training cost to the organization is practically
negligible.
–Employee therefore is paid higher rewards.
Work simplification

19. Job Rotation
Job rotation means
moving employees
from job to job to
give them greater
variety of tasks so
that to help
preventing boredom

20. •Advantages
•Itisanexcellentmeansof
broadeningtheworkexperienceof
employeesandalsoturning
specialistsintogeneralists.
•Itreducesboredomandmonotony
andstimulatesdevelopmentofnew
ideas.
•Since itpermits greater
understandingofotheractivities
withintheorganisation,peopleare
preparedmorerapidlytoassume
greaterresponsibilityespeciallyat
otherpositions
•Disadvantages
•Jobrotationleadstoincreasein
developmentcostanddecreasein
productivityduetomovementof
employeestonewpositionsjustwhen
theirefficiencyonparticularjobshas
resultedinorganisationseconomies.
•Itcandemotivateintelligentand
aggressivetraineeswhoseekspecific
responsibilityinachosenspeciality.
•Ithaslimitedimpactonemployee
motivationandproductivity.

21. Job Enlargement
•The definition of job enlargement isadding
additional activities within the same level
to an existing role. This means that a
person will do more, different activities in
their current job.

22. Job Enrichment
•Job enrichment isa
process that is
characterized by
adding dimensions to
existing jobs to make
them more
motivating.
Increasing skill variety, adding meaning to
jobs, creating autonomy, and giving
feedback.

24. Impact of Technology on Job design
•continuum fromautomation
•Advancement in new technology
complement non-routine,
cognitive, and social tasks, making
work in such tasks more
productive.
•Continuous learning new skills
•Boundaryless jobs

27. •High Performance Work Teams
•Autonomous or Self-Directed
Teams

29. What produces High Performance?
•The average work group and the
exceptional team can be compared to two
horses; both with the same muscles, leg
and lungs. One is an ordinary riding horse
and the other a winner of the Durban July
•What makes them different?

30. Ingredients of High performance

38. Autonomous or Self-Directed
Teams
•A self-organized, semiautonomous
smallgroup of employees whose
members determine, plan, and manage
their day-to-day activities and duties under
reduced or no supervision. Also called self
directed team or self-managed natural
work team.

39. Meaning
•Aself-managed team is a group of employees
that's responsible and accountable for all or most
aspects of producing a product or delivering a
service.
•Traditional organizational structures assign tasks
to employees depending on their specialist skills
or the functional department within which they
work.
•A self-managed team carries out supporting tasks,
such as planning and scheduling the workflow
and managing annual leave and absence, in
addition to technical tasks. Management and
technical responsibilities are typically rotated

40. Characteristics

42. Benifits
•Greater ownership of the tasks they perform
and the end product or service they deliver.
•Tend to be less costly and more productive
than employees working within a traditional
hierarchical structure because the team
performs both technical and management
tasks.
•Cohesiveness among team.
•Decisions made by self-managed teams are
more effective because they're made by the
people who know most about the job.

51. Thank you