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Describing major approaches to job design
- 1. Job Description Prepared By: Dr. P. William Dean, Research and Development Sanjivani Group of Institutes, MH, India
- 2. Learning Objectives Explain the role of job design and the organization Describe the major approaches to job design and outline the main advantages and disadvantages of each approach Understand and be able to implement alternative work schedules
- 4. What is Job Design? “Job design refers to how organizations define and structure jobs”
- 5. Basic Assumption The way that jobs are organized have a direct affect on how motivated or de-motivated employees will be
- 6. Job - Person Fit Increased Performance Maximise Internal Resources Greater Job Satisfaction Reduced Absenteeism & Turnover Advantages to the Organization
- 7. Job-Person Fit Employees are allocated job activities based on individual competencies and realistic job requirements
- 8. Increased Performance Performance increases as employees and jobs are match to maximize the resources of the organization
- 9. Maximize Internal Resources Internal resources are allocated in the most efficient and effective manner to generate the maximum return for capital investment for the organization
- 10. Greater Job Satisfaction Employees accept and are fully aware how their job contributes to the overall objectives of organization Work becomes more meaningful and as a result motivating in terms of intrinsically rewarding
- 11. Employees are less likely to be absent due to stress or strain related symptoms Turnover is reduced as employees are allocated to jobs that best suit their skills and competencies Reduced Absenteeism & Turnover
- 13. Approaches to Job Design Job Characteristics Theory Job Enrichment Job Enlargement Scientific Management 1900’s 1940’s 1970’s
- 14. Completeness Autonomy Variety (Source Adapted from Wall, 1982) Key Principles of Job Design Approaches
- 15. Variety Tasks or Skills Autonomy Ability to choose work methods and sometimes goals Completeness The employee can isolate an identifiable end result which the job produces Key Principles of Job Design Approaches
- 16. Scientific Management Associated with the pioneering work of Fredrick Taylor Emphasizes the productivity of the individual worker The search for the most appropriate and standardized method of performing a task
- 17. Key Features Introduction of standardized procedures including task completion times Introduction of financial incentives to motivate staff Ensure full control of employees by supervisors and managers
- 18. Key Features Scientific or systematic compilation of information regarding the work tasks to be performed Removal of employees’ discretion or control over their own activities Task simplification where appropriate
- 19. Job Simplification Mechanical Pacing Automated assembly lines to monitor and effectively deliver products Part Product Concentration Product broken down into parts and line staff allocated to produce only parts of the overall product Repetitive Work Processes Replication of tasks by employees
- 20. Job Simplification Limited Social Interaction Employees are not encouraged to interact Low Skill Requirements Minimal training required as a result of the decomposition of the task into constituent parts and divided amongst staff Pre-set Tools & Techniques Precise allocation of tools and techniques to the accomplishment of the task
- 21. Highlighted the need for concentration on employee performance and production Introduction of standardized procedures Job Specialization and Mass Production Scientific Management - Advantages
- 22. Dehumanization of the workplace environment Potential for the negative exploitation of employees Morale and performance can decrease over time Scientific Management - Disadvantages
- 23. Job Enlargement Inclusion of additional tasks to an employees job activity Additional tasks similar to that already performed by the employee Also referred to as Horizontal Job Loading
- 24. Remove Controls while Retaining Accountability Increase Individual’s Accountability for their own work Provide employees with a complete unit of work (division, area, task) Provide additional authority to an employee in his or her work - greater worker freedom Hertzberg’s Principles of Job Enrichment
- 25. Provide the worker, rather than through the supervisor, progress reports Develop experts by assigning specific tasks to individuals Introduce new and more difficult tasks not previously handled to ‘raise the bar’ on performance Hertzberg’s Principles of Job Enrichment
- 26. Inclusion of additional tasks and variety to an employees job activity Provision of more challenging and responsible work tasks Additional decision-making authority Example - Vertical Job Loading
- 27. Like Vertical Loading with the exception that additional tasks and variety are allocated to the groups job activities rather than the individual employee Self Regulating Teams that require minimum supervision Example - Autonomous Work Groups
- 28. Job Characteristics Theory Core Job Characteristics Critical Psychological States Organizational Outcomes Produce Deliver (Source Adapted from Hackman & Oldman, 1980)
- 29. Job Characteristics Theory Skill Variety Task Identity Task Significance Autonomy Feedback Experienced Meaningfulness of the Work Experienced Responsibility for the Work Outcomes Knowledge of Results of Work Activities High Intrinsic Motivation High Job Satisfaction High Work Effectiveness Core Job Characteristics Critical Psychological States Outcomes (Source Adapted from Hackman & Oldman, 1980)
- 30. Core Job Characteristics Skill Variety Task Identity Task Significance Autonomy Employee Feedback
- 31. Skill Variety The extent to which the job requires a range of skills
- 32. Task Identity The extent to which the jobs enables an employee to complete a whole piece of work versus a part of it
- 33. Task Significance The extent to which the job has a resultant impact on the lives or activities of other individuals either inside or outside the organization
- 34. Autonomy The extent to which the job permits the job holder to exercise choice and discretion in their work activity
- 35. Employee Feedback The extent to which the job itself can provide feedback to the employee to how they are performing Feedback from other sources (e g , supervisors, colleagues) will not replace this core job characteristic
- 36. Critical Psychological States Experienced Meaningfulness of the Work Experienced Responsibility for the Work Outcomes Knowledge of Results of Work Activities
- 37. Critical Psychological States Experienced Meaningfulness of the Work Employees perceive the work that they perform as being meaningful and worthwhile Experienced Responsibility for the Work Outcomes Personal accountability and responsibility from the employee for the results of their work effort
- 38. Critical Psychological States Knowledge of Results of Work Activity Employees understand how effectively they perform their job and how this contributes to the overall performance of the organization
- 40. Alternative Work Schedules Compressed Working Week Job Sharing Flexible Working Hours Telecommuting Career Breaks
- 41. Compressed Working Week Employees work a full working week in less days than the traditional five days
- 42. Increased Operational Hours for the organization Greater Scheduling Flexibility Cross Training Benefits Variety Experience Succession Planning Compressed Working Week – Advantages
- 43. May cause increased fatigue due to longer hours over shorter time frame Compressed Working Week - Disadvantages
- 44. Job-Sharing Two or more part-time employees share one job full-time
- 45. Job Sharing - Advantages Facilitates employees who for personal reasons may wish to work only part-time Demonstrates that the organization recognizes and respects work-life balance issues
- 46. Job Sharing - Disadvantages Part-time arrangements may not guarantee continued performance Administratively difficult to arrange times that match all employees involved May cause the perception that these positions will be made redundant in the future
- 47. Flexible Working Hours Employees are given more control over the hours that they work each day Core Time All employees must be working Flexible Time Employees can choose whether they work during this time so long as their total working time matches that contracted with the organization
- 48. Flexible Time Flexible Time Core Time 8:00 9:30 4:30 6:00 Flexible Working Hours - Example
- 49. Greater flexibility Increased Variety More employee ownership for scheduling work tasks Flexible Working Hours – Advantages
- 50. Employees not always present and available Can be open to abuse if not properly managed Flexible Working Hours - Disadvantages
- 51. Telecommuting A work arrangement in which employees spend part of their time working off-site including a home arrangement
- 52. Telecommuting - Advantages Increased Productivity Reduced Absenteeism & Turnover Reduced Stress Reduced Costs to the Employee
- 53. ‘Out-of-Sight’ - ‘Out-of-Mind’ Employee may feel isolated from the organization and their work-group Initial set-up costs Telecommuting - Disadvantages
- 54. Career Breaks Employees take a break from a job for a specific time frame Employment at the same level or grade is guaranteed on their return
- 55. Career Breaks - Advantages Retention of skilled employees who may just need to take a short break for personal reasons Reduced stress and absenteeism levels Reduced recruitment and selection costs for replacing employees who would have left the organization without the scheme
- 56. Communication channels need to be formalized during the career break to ensure that the employee is kept informed or any organizational changes High training may be required to ensure that the employee can still perform the job following a long break Career Breaks - Disadvantages
- 57. Key Steps Develop a pilot program to test the introduction of the program Determine for how long the pilot will be in operation Set clear criteria on how the success of the programme will be measured Should the arrangement be considered a success, determine whether it will be continued in the same way or to what modifications will be required
- 58. Summary Job design refers to how organizations define and structure jobs Each of the major approaches to job design offer a mixture of advantages and disadvantages Scientific Management Job Enlargement Job Enrichment Job Characteristics Theory
- 59. Summary In recent years a number of alternative work schedules have been implemented across organizations Compressed Working Week Job Sharing Flexible Working Hours Telecommuting Career Breaks