"COMPETITIVE SALARY"
We remain competitive by paying less than our competitors.
Job design is not a new concept
•MANAGEMENT ITSELF EMERGED PARTLY
AS AN ATTEMPT TO DESIGN, STRUCTURE
AND SUPERVISE JOBS … ...
Definition of job design:
Principles underlying the organisation of jobs, in
particular the relative number and variety of...
ORG
NEED

GOAL
INDL
NEED
Approaches to job design

Scientific
Management

HUMAN APPCH

MOTIVATE
Tasks organised
into highly
specialised jobs
Manage...
FACTORS AFFECTING JOB DESIGN

ORG FACTORS

ENVNT FACTOR

BEHAVIORAL
ELEMENTS

CHR OF WORK

EMPLOYEE ABILITY

FEED BACK

WO...
Job design concepts from Japan
•Teamwork – eg via quality circles
•Multi-skilling
•Total Quality Management (TQM)
•Single-...
A note of caution
Plenty of twenty-first-century jobs are still
apparently designed in a ‘Taylorist’ way – eg
scripted cal...
TECHNIQUES OF JOB
REDESIGN
WORK
SIMPLIFICATION

JOB ROTATION

JOB
ENLARGEMENT

MECH PACING
AND REPETITIVE

LITTLE VARIATIO...
Job design
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Job design

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Job design

  1. 1. "COMPETITIVE SALARY" We remain competitive by paying less than our competitors.
  2. 2. Job design is not a new concept •MANAGEMENT ITSELF EMERGED PARTLY AS AN ATTEMPT TO DESIGN, STRUCTURE AND SUPERVISE JOBS … WITH A VIEW TO IMPROVING PERFORMANCE. •LINKS TO MOTIVATION BECAUSE THE NATURE OF A WORKER’S JOB HAS A FUNDAMENTAL IMPACT ON HIS/HER EXPERIENCE OF WORK. •RECENT WORK ON THE SUBJECT TYPICALLY RECOMMENDS EXPANDING JOBS TO ENHANCE FLEXIBILITY AND IMPROVE JOB SATISFACTION.
  3. 3. Definition of job design: Principles underlying the organisation of jobs, in particular the relative number and variety of required tasks and the extent of worker discretion in performing the job(s). Job design is defined as the process of deciding on the content of job in terms of duties AND RESPONSIBILITIES; ON THE METHODS TO BE USED IN CARRYING OUT THE JOB, INTERMS OF TECHNIQUE, SYSTEM AND PRCEDURE AND ON THE RELATIONSHIPS THAT SHOULD EXIST BETWEEN JOB HOLDER AND IT’S SUPERIORS, SUBORDINATES AND COLLEGUES.
  4. 4. ORG NEED GOAL INDL NEED
  5. 5. Approaches to job design Scientific Management HUMAN APPCH MOTIVATE Tasks organised into highly specialised jobs Managers design tasks and speed of work Minimised skill requirements IMPROVE WORK CONDITIONS
  6. 6. FACTORS AFFECTING JOB DESIGN ORG FACTORS ENVNT FACTOR BEHAVIORAL ELEMENTS CHR OF WORK EMPLOYEE ABILITY FEED BACK WORK FLOW SOCIAL AND CULTURAL AUTOMONY ERGONOMICS WORK PRACTICES USE OF ABILITIES VARIETY
  7. 7. Job design concepts from Japan •Teamwork – eg via quality circles •Multi-skilling •Total Quality Management (TQM) •Single-status employment conditions frame job design principles Many employers now accept that quality issues should be the concern of all workers, and that this should be operationalised through job design.
  8. 8. A note of caution Plenty of twenty-first-century jobs are still apparently designed in a ‘Taylorist’ way – eg scripted call centre work and fast-food operations. ‘Not every employee is looking for a challenging job. Many workers meet their higher-order needs off the job. There are 168 hours in every individual’s week. Work rarely consumes more than 30 per cent of this time.’
  9. 9. TECHNIQUES OF JOB REDESIGN WORK SIMPLIFICATION JOB ROTATION JOB ENLARGEMENT MECH PACING AND REPETITIVE LITTLE VARIATIONS KEEPING IN VIEW SKILLS VARIETY PRE DETERMINED TOOLS AND PROCEDURE SHIFT CHANGE RECOG AND UTILIZE HIS ABILITIES RESTD INTERACTION AND FEWER SJILL REQMT COMPLETE ASSY JOB ENRICHMENT FREEDOM AND RESPONSIBILITIES
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