Job Design

Jobs refer to specific work assignment and activities that are defined in job descriptions,
assignments and experiences
Job designed refers to the study of jobs, tasks and constellations of tasks that encompass
properties, perceptions, and responses to properties/perceptions.
It includes job enrichment, job enlargement, job characteristics models and social
information processing perspectives.
Job design also refers to the methods and interventions for changing jobs to improve the
fit between individual job holders skills and competencies with the job.
Job design refers to any set of activities that involved the alteration of specific jobs or
interdependent system of jobs with the intent of improving the quality of employee job
experience and their on-the-job productivity.
The traditional approach involved fitting people to jobs
Focus on jobs not on the people (scientific management)
Large employee turnover, absenteeism, depression etc
A Modern Approach
Incorporates objectively gathered descriptions of the job and perceived requirements and
relationships of job holders
First step Functional Job Analysis
Job Content

Job
Requirements

Functional
Job Analysis

Job Context

Perceived Context

Job
Design

Performance
Evaluation

Job Reporting
Relationships

Job Design
Job Enlargement
Job Enrichment
Job Rotation
(Job Extension)
(More tasks, greater control, recognition & responsibility)
Job Characteristics Model (J. Hackman & G. Oldham)

Another approach to job design

Core Job Characteristics

Critical Psychological States

Outcomes

Skill Variety
Task Identity
Task Significance

Experience
Meaningfulness of the work

High internal
work motivation
High growth
Satisfaction

Autonomy

Experienced responsibility
For outcomes of the work

High general job

satisfaction

Feedback from job

Obtain knowledge of the actual

Results of the work activities

High work
effectiveness

Knowledge & Skills

Growth needs strength
Context satisfaction

Social information processing model (SIPM) social cues and feedback of managers and
co-workers influence individual perceptions and responses to jobs.
TQM autonomous work teams, quality circles (introduced by Demming to discuss
various problems associated with quality), and quality of work life programmes
New Characteristics of Virtual Employment
Compressed and shorter weeks
Telecommuting
Flextime
Job Sharing and Splitting
Problems
Isolation
Possible negative effects on career advancement
Advantages to Employers
Productivity
Longer hours
Variable hours
Temporary workers
Migrant Staff
Easy layoffs

Flex-Management Model
As a result of cultural diversity
Individualized policies, strategies and practices
Four basic strategies include
(1) Matching people with jobs based on individual skills, work preferences
(2) Managing and rewarding individual skills, work preferences
(3) Informing and involving people
(4) Supporting life styles and life needs