Job design involves organizing job tasks, duties, and responsibilities to achieve objectives like productivity and job satisfaction. It addresses what motivates people, significant job characteristics, identifying alternatives, and implementing changes. The goals of job design are high job satisfaction and performance. Elements include task, worker, and environmental analysis. Techniques include job simplification, specialization, enlargement, enrichment, and rotation. Outcomes include performance, safety, learning, and work-life balance.

2. JOB DESIGN
• It is an organization of activities to create the optimum
level of performance.
• Can also be defined as “specification of the contents,
methods, and relationships of jobs in order to satisfy
technological and organizational requirements as well as
the social and personal requirements of the job holder.”
Buchanan, D. (1979) - The Development of Job Design
Theories and Techniques.
• It primarily focuses in on designing the process of
transformation of inputs into outputs and considers the
human and organizational factors that impact that
transformation.

3.  It involves systematic attempts to organize tasks,
duties, and responsibilities in to a unit of work to
achieve certain objectives (profit/wealth/value
maximization, job satisfaction, productivity).
 In short, it is the process by which managers
decide individual job tasks and authority.
 In overall, it should address these basic
questions:
 What motivates people to work?
 What job characteristics are significant?
 How are job design alternatives to be identified?
 What job design changes are to be implemented?
Contd….

5. GOALS OF JOB DESIGN
 High Level of Job Satisfaction
 High level of Job Performance

6. ELEMENTS OF JOB DESIGN
 Task Analysis
 Worker Analysis
 Environmental Analysis

7. TASK ANALYSIS
 Determines
 What tasks will be done
 How each task will be done
 How the tasks fit together to form a job

8. WORKER ANALYSIS
 Determines
 Capabilities the worker must possess
 Responsibilities the worker will have

9. ENVIRONMENTAL ANALYSIS
 Used to analyze physical environment
including:
 Location
 Lighting
 Temperature
 Noise
 Ventilation

10. FACTORS AFFECTING JOB DESIGN
Organizational Factor
Environmental Factor
Behavioral Factor

11. ORGANIZATIONAL FACTOR
 Work Flow
 Ergonomics (study of how a workplace and
the equipment used there can best be
designed for comfort, efficiency, safety, and
productivity)
 Work Practices

12. ENVIRONMENTAL FACTOR
 Employee Abilities and Availability
 Social and Cultural Expectation

13. BEHAVIORAL FACTOR
 Feedback
 Use of abilities
 Variety

14. CHARACTERISTICS OF JOB DESIGN
 Variety
 removal of repetitiveness
 skill variety
 Autonomy
 removal of no choice of tools or methods
 removal of mechanical pacing
 decision making
 Use of Capacities
 removal of minimum skill requirements
 removal of surface mental attention
 learning time
 challenge

15. CONTD…
 Progress/Career Path
 achievement
 perceived opportunities for advancement
 growth in competence
 continuous learning
 desirable future
 Intrinsically Meaningful Work
 removal of minute subdivision of
product/process
 task identity (seeing relationship of task to
whole/end product)

16. CONTD…
 Socially Meaningful Work
 task significance
 need to relate work and social life
 Interaction
 interaction opportunities
 social support and recognition
 Knowledge of Results
 recognition
 Feedback
 Responsibility
 accountability
 choice over tools and methods

17. HOW ARE JOB DESIGN ALTERNATIVES TO BE
IDENTIFIED?
(HILL, 1971; TAYLOR, 1975; SUSMAN, 1976)Includes 5 steps:
1. Scanning (initial analysis of system inputs, outputs,
organization structure and workplace layout)
2. Technical Analysis (similar to process mapping...identifies
system operations and key variances. Variances are
classified as having an affect on output quality, output
quantity, operating costs and social costs)
3. Internal Systems Analysis (social system analysis; survey of
perceptions of work roles; maintenance system analysis;
supply and user system analysis)
4. Proposals for Change and Implementation
Sample Outputs: Work Flow Re-Design; Re-organization/Work
Group Implementation; Revised Job Descriptions; Revised
Career Paths

18. TECHNIQUES OF JOB DESIGN
 Individual Design Option
 Job Simplification
 Job Specialization
 Job Enlargement
 Job Enrichment
 Job Rotation
 Group Design Option
 Work Teams
 Autonomous Work Group

19. INDIVIDUAL DESIGN OPTION
 Job Simplification
The variety and difficulty of task performed
by a single person are reduced .

20.  Job Specialization
 It involves breaking jobs into small component
parts, assigning specialists to do each tasks.
 It is found specially in manufacturing and
service industry.
 Advantages:
 More efficiency
 Lowe training cost
 People learn jobs more quickly
 Better person/job matching
 Disadvantages:
 Less Flexibility
 Repetitive, boring tasks
 No opportunities to develop and acquire new skills

21.  Job Enlargement
 It is an expansion of the number
of different tasks preformed by
an employee.
 Fewer workers are needed with
the new technology, and each
employee has to be able to
perform a greater number and
variety of task.
 It increases the scope of job
through extending the range of
its job duties and
responsibilities.

22.  Job Enrichment
 More advanced technology
tends to cause job enrichment.
 It provides greater
responsibility, recognition and
opportunities for growth and
development.

23. JOB ENRICHMENT STRATEGIES
 Empowering employees
 Giving employees more autonomy
 Feeling of control and self – efficacy
 Forming natural work units
 Completing an entire task
 Assigning employees to specific clients
 Establishing client relationship
 Employees put in direct contact with clients

24.  Job Rotation
 Moving employees from one job to another to
give them greater variety of tasks so that to help
preventing boredom and increase flexibility.
 It is aimed to meet the overall equal at work
program objective of attempting to develop new
and more inclusive models of recruitment and in
work progression.

25. GROUPDESIGN OPTION
 Work Teams
 Effective work teams magnify the
accomplishment of individual employees.
 Cross-functional, multi skilled, and self
directed employees.
 Autonomous Work Group
 It encourages work group to manage its own
work and working practice

26. JOB DESIGN CONTINUUM
Specialization
Enlargement
Self-directed
teams
Empowerment
Enrichment
Figure 10.3
Job expansion
Increasing
reliance on
employee’s
contribution
and increasing
responsibility
accepted by
employee

27. TOOLS OF JOB DESIGN
Process Flowchart
Motion Study
Work measurement
Stopwatch time study
Standard elemental times
Work Sampling
Learning Curve

28. CURRENT TRENDS IN JOB DESIGN
 Flextime
 Compressed Workweek
 Job Sharing
 Telecommuting
 Quality control
 Cross selling
 Employee involvement
 Extensive use of temporary workers
 Increasing women workforce

29. OUTCOMES OF JOB DESIGN
•Greater job control = increased subjective and objective
job performance, lower absenteeism, and lower turnover
•Better social support = increased subjective and
objective job performance, lower absenteeism, and lower
turnover
•Better working relationships = lower withdrawal
behavior, better team performance, lower absenteeism,
and lower turnover
•Well-designed job roles = lower withdrawal behavior,
better self-rated performance, and lower turnover
•Greater job demands = increased subjective and
objective job performance and lower absenteeism

30. OUTCOMES OF JOB DESIGN … CONTD…
•Performance and productivity (move beyond how much is produced
to issues about quality, efficiency, reduced costs, responsiveness to
customers, effectiveness of product, reduction of waste, etc.; will also
include aspects such as innovativeness, entrepreneurship (internal
mobility and innovativeness), spontaneity, use of initiative, flexibility,
and adaptation to change)
•Safety and accident reduction (effectiveness is also assessed in
terms of the reduction in accidents or incidents and valuing safety of
employees as an important organizational outcome)
•Learning and development (focus on longer term outcomes such as
career development, employee development)
•Outside work (understanding that work and non-work are inter-related;
effective organizations are those that value non-work life, leisure
activities, family involvement, reduced travel time, improved overall
physical health and well-being)

32. REFERENCE
1. Foundation of Human Resource Management
by Dr. Govind Ram Agrawal
2. Kul Narsingh Shrestha
3. Devid A. Decenzo
4. Stephen P. Robbins