Job design, essential in human resource management, involves structuring jobs to meet technological, organizational, and employee needs. Key objectives include providing work/rest breaks, task variety, training, adjustment periods, and mental activity variation. The process of job design requires assessing current practices, analyzing tasks, designing jobs, gradual implementation, and continuous re-evaluation to enhance worker satisfaction and productivity.

1. JOB DESIGN
JOB DESIGN
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2. Job Design
Job design is also referred to as work design or task
design) is a core function of human resource management and
it is related to the specification of contents, methods and
relationship of jobs in order to satisfy technological and
organizational requirements as well as the social and personal
requirements of the job holder or the employee
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3. Objectives of job design
The main objectives of job design in human resource
management include various points like
1. Work / Rest Breaks
2. Task Variety
3. Provide Training
4. Allowance for an Adjustment Period
5. Vary Mental Activities
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4. 1. Work / Rest Breaks:
Rest or work breaks help to reduce the problem of inevitable repetitive
movements or static-body positions. More frequent but small-time breaks are
sometimes preferable top fewer long breaks.
At the time of work breaks, motivate employees to change the body structure
and to exercise. It is very essential that employees use and stretch different
muscle groups.
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5. 2. Task Variety:
To reduce weariness, avoid both repetitive movements and excessive static-
body positions. Designing of a job is required to have a variety of works that
require changes in mental activities, body positions, and others. Two methods
are job rotation and job enlargement.
For Example, If a worker normally assembles parts, the job may be enlarged
to involve new tasks such as quality control, work planning, and maintenance.
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6. 3. Provide Training:
Training is a very essential part to develop the potential of any
employee or worker. Through this, the workers easily
understand what is expected of them and how to work
potentially or safely.
It should be consistent, organized, and ongoing.
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7. Allowance for an Adjustment Period:
When work demands physical effort, have an adjustment time of
new workers and for all workers after layoffs, holidays, or
illnesses. Allow time to become normal to the physical demands
of work by gradually “getting in shape”.
Workers, who work in extra cold or hot conditions, also, need
time to accommodate.
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8. Vary Mental Activities:
Works should be coordinated so that they are balanced during
the day for the single worker as well as balanced among a group
of workers. You may want to allow the worker some degree of
choice as to what kinds of mental tasks they want to do and
when.
This choice will allow the worker to do works when best suited
to their ‘alertness’ patterns during the day. Some individual may
prefer regular tasks or works in the morning (such as checklists
in forms).
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9. Process of Job Design:
1. Assessment of current work practices
2. Task analysis
3. Design the job.
4. Implement the new job design gradually
5. Re-evaluate job design on a continual basis
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10. 1. Assessment of current work practices:
Is job design feasible or needed? Discuss the process with the
workers and supervisors involved and be clear about the
procedure, or any changes or training that will be involved.
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11. 2. Task analysis:
Analyze the job and determine exactly what the tasks are.
Determine what equipment and workstation features are
important for completing the works or tasks.
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12. 3. Design the job:
Examine the methods for doing the work, rest/work schedules,
equipment facilities, training requirements, and workplace
changes. Combine the various tasks so each one differs mental
activities and body position. Be careful not to overload the job
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13. 4. Implement the new job design
gradually:
You may want to start on a small level or with a big level or
project. Train workers in the new procedures and use of various
equipment. Allow for an adjustment period and time to earn
experience with the new job design.
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14. 5. Re-evaluate job design on a continual
basis:
Make any important adjustments. You have also wanted to
found a committee to represent the various groups involved. Job
design should involved unions, workers, the health and safety
committee and manager during the whole process. Involvement
of all parties increases communication and understanding also.
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15. Benefits of Job Design:
1. Give workers a sense of achievement.
2. Allows for worker input. Workers should have the option to differ activities
according to work habits, personal needs, and the circumstances in the workplace.
3. Includes training facilities so the worker knows what tasks to do and how to do
them properly.
4. Provides rest schedules or good work.
5. Provides feedback to the workers about their performance.
6. Allows for an adjustment period for physically demanding jobs.
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Job design is a continuous process. The goal is to make adjustments as tasks or
conditions chnage within the workplace or work field.
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16. Job design
JOB SIMPLIFICATION
JOB ENLARGEMENT
JOB ROTATION
JOB ENRICHMENT
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17. JOB SIMPLIFICATION
jobs are broken down into very small parts where a fragment called “task”
is repeatedly done over and over again by the same individual.
•ADVANTAGES
•Employee therefore is paid
higher rewards.
•the productivity is high.
•Achieves specialization.
•Training cost to the
organization is practically
negligible.
•DISADVANTAGES
•a worker is likely to get bored and
remain absent frequently.
•Quality and quantity may suffer in
the long run due to frustration.
•Organization may have to attract
workers by offering higher wages
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18. JOB ENLARGEMENT
Job Enlargement means where two or more simple tasks are
combined and allotted to an employee
 Eg: As in the case of vehicle driver, apart from driving he can undertake
the job of maintenance of the vehicle.
Increases job range, but not depth
Advantage :
 more variety in a job
 acquiring additional proficiency.
 Dissatisfaction of employees can not be avoided after a long period due
to boredom.
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19. JOB ENRICHMENT
The concept of job enrichment was
developed by Fredrik Herzberg in the
1950s.
Job enrichment involves providing an
employee with more responsibility for a
job and challenges the individual‟s skills
at work.
Enrichment involves increasing the
decision-making authority and
encouraging the employee with their
tasks.
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21. FEATURES OF JOB ENRICHMENT
The characteristics or features of job enrichment
are:-
Nature of Job : Job enrichment is a vertical
expansion of the job.
Objective : The objective of Job enrichment isto
make the job more lively and challenging.
Positive Results : Job enrichment gives positive
results if the workers are highly skilled.
Direction and Control : Job enrichment
encourages self-discipline.
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22. ADVANTAGES
The importance or merits or advantages of job enrichmentare:-
 Job enrichment is useful to both the workers and theorganization.
 The worker gets achievement, recognition and self-actualization.
 The worker gets a sense of belonging to the organization.
 The worker finds the job meaningful.
 Job enrichment reduces absenteeism, labour-turnover and grievances.
 It motivates the workers to give best performance.
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23. LIMITATIONS
The shortcomings or demerits or limitations of job enrichmentare:-
 In many cases, job enrichment does not give the expected results.
 It makes many changes in the job. So many workers oppose it.
 It has limited use for highly skilled managers and professionals.
 The consent of workers is not taken before implementing job enrichment.
 Managers force the workers to accept job enrichment, which is notgood.
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24. JOB ENRICHMENT OPTIONS
• Give people the opportunity to use a variety of
skills, and perform different kinds of work
Rotate Jobs
• Combine work activities to provide a more
challenging and complex work assignment.
Combine Tasks
• Break your typical functional lines and form
project-focused units.
Identify Project-
Focused Work Units
• This is job enrichment at the group level.CreateAutonomous
Work Teams
• Allow team members to participate in decision
making and get involved in strategic planning.
Implement Participative
Management
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25. Job Enrichment
Job Enrichment Job Enrichment + Job
Enlargement
Routine Job Job Enlargement
No. of Task
Focus of
Depth
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26. JOB ROTATION
Job rotation refers to a
technique where the
employee is periodically
rotated from one job to
another within the work
design.
It involves moving
employees among different
jobs over a period of time
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27. 1) Meaningfulness of work:
Skill variety:
Using an appropriate variety of your skills and talents:
 Task Identity:
Being able to identify with the work at hand as more whole and
complete,.
 Task Significance:
Being able to identify the task as contributing to something
wider, to society or a group over and beyond the self.
Characteristic of Job Rotation
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28. 1.Variety of skills:
o improve and increase the skills of the employee due to
organization as well as the individual benefit.
2.Improves earning capacity:
o Due to job enlargement the person learns many new activities.
o such people apply for jobs to other companies and can bargain
for more salary.
3.Wide range of activities:
o Since a single employee handles multiple activities the
company can try and reduce the number of employee‟s.
Advantages of Job Rotation
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29. 1. Frequent interruption:
o A person who is doing a particular job and get it comfortable
suddenly finds himself shifted to another job or department
this interrupts the work in both the departments
2. Reduces uniformity in quality:
o when a new worker I shifted or rotated in the department, he
takes time to learn the new job, makes mistakes in the process
and affects the quality of the job.
Disadvantages of Job Rotation
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