The document discusses job design, which involves organizing job tasks and responsibilities to achieve objectives. It identifies factors like organizational structure, environment, and employee behavior that influence job design. The document also outlines several approaches to job design, including job engineering, job enrichment, job reengineering, and Hackman and Oldham's job characteristics model, which aims to improve employee motivation and performance.

1. Job Design

2. Session Objective.
 The student will be able to
understand and define job design.
 The student will be able to identify and
explain the factors affecting job
design.
 The student will be able to identify and
understand the approaches to Job
design.

3. Job Design
 The methods used to develop the
content of a job including the relevant
tasks as well as the processes by
which jobs are constructed and
revised.
 The method which involves conscious
efforts to organize tasks, duties and
responsibilities into a unit of work to
achieve certain objective.

4. Factors affecting Job Design
Feedback
Organizational
Factors
Environmental Productive and
Factors Job Design
satisfying job.
Behavioral
Factors

5. Advantages to the Organization
Job - Person Fit
Increased Performance
Maximise Internal Resources
Greater Job Satisfaction
Reduced Absenteeism & Turnover

6. Job Engineering Job Enrichment
Job Quality of work
JOB Design
Characteristics Life
Social Information
Processing

7. Job Reengineering
 Heavily relied upon the scientific
management approach and industrial
engineering approach.
 The approach is concerned with
product, process , tool design, plant
layout, Standard operating
procedures, work measurement and
standards.
 Some of the visible practices are
cybernation, Artificial Intelligence, (AI)
and Computer assisted design (CAD)

8. Job Enrichment
 An outcome of the Herzberg’s two factor
theory of motivation.
 It Involves a greater variety of work content
which require higher level of knowledge and
skill, offers opportunity for autonomy and
responsibility in terms of planning, directing
and controlling their own perfomance and
provide the opportunity for personal growth
and a meaningful work experience.
 It speaks for a vertical loading of the job.

9. Hackman & Oldham’s Job
Characteristics Model
Core Dimensions Psychological States Outcomes
Skill Variety
Task Identity Meaningfulness High intrinsic
Task Signif. motivation
of Work
High job per-
ormance
Responsibility
Autonomy for outcomes High job satis-
faction
Low absentee
Knowledge of ism & turnover
Feedback
Results

10. Motivating Potential Score
Skill Variety +Task Identity + Task Significance
3
=
MPS X
Autonomy
X
Feedback

11. Personal Engagement and
Disengagement. (William Kahn)
 Personal engagement occurs when
organization members place themselves in
the role physically, cognitively and
emotionally during role performance.
 Personal disengagement occurs as a state
of withdrawal in order to defend one’s self
physically, cognitively and emotionally
during a role performance.

12. Social Information Processing.
(Salanick and Pfeffer)
 The three major causes of employee
perception, attitude and behavior on the job
are,
 Cognitive perception of the real task
environment.
 Past actions, reinforcements received and
learning experiences.
 The information provided in the immediate
social context.

13. Quality of work life.
 QWL can be described as a concern about
the impact of work on people and
organizational effectiveness combined with
an emphasis on participation in problem
solving and decision making.
 The purpose is to create a favorable
interface of people, technology and the
organization for a more favorable work
experience and desirable outcome.