Job design involves determining the tasks, responsibilities, and relationships associated with a job. It is done after job analysis and aims to organize job duties based on qualifications and skills required. Job design provides information on required qualifications and rewards. It is important because properly designed jobs can motivate efficient managers, while poorly designed jobs can cause problems. Approaches to job design include the human approach focusing on employee needs, the engineering/scientific management approach standardizing tasks, and the job characteristics approach linking satisfaction to skills variety, task identity, significance, autonomy, and feedback. Contemporary issues involve flexible schedules, telecommuting, job sharing, and addressing techno-stress and ensuring skills match job requirements.

1. JOB DESIGN
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2. JOB DESIGN
JOB DESIGN
 Job design means to decide the contents of a job. It fixes the
duties and responsibilities of the job, the methods of doing the job
and the relationships between the job holder (manager) and his
superiors, subordinates and colleagues.
 Job design is the next step after job analysis that aims at outlining,
and organizing tasks and responsibilities associated with a certain
job. It integrates job responsibilities and qualifications or skills
that are required to perform the same.
 Job design also gives information about the qualifications
required for doing the job and the reward (financial and non-
financial benefits) for doing the job. Job design is mostly done
for managers' jobs. While designing the job, the needs of the
organization and the needs of the individual manager must be
balanced.

3. IMPORTANCE OF JOB DESIGN
IMPORTANCE OF JOB DESIGN
 Job design is a very important function of staffing. If the jobs are
designed properly, then highly efficient managers will join
the organization. They will be motivated to improve the
productivity and profitability of the organization.
 However, if the jobs are designed badly, then it will result in
absenteeism, high labor turnover, conflicts, and other labor
problems.

4. APPROACHES TO JOB DESIGN
APPROACHES TO JOB DESIGN
1. Human Approach
 The human approach of job design laid emphasis on designing a
job around the people or employees and not around the
organizational processes.
 According to this approach jobs should gratify an individual’s
need for recognition, respect, growth and responsibility.
2. Engineering Approach (Scientific Management)
 The engineering approach was devised by FW Taylors. He
introduced the idea of the task that gained prominence in due
course of time.
 According to this approach the work or task of each employee is
planned by the management a day in advance. The instructions
for the same are sent to each employee describing the tasks to be
undertaken in detail. The details include things like what, how
and when of the task along with the time deadlines.

5. APPROACHES TO JOB DESIGN (CONT.)
APPROACHES TO JOB DESIGN (CONT.)
3.The Job Characteristics Approach
 The job characteristics approach was popularized by Hackman and
Oldham. According to this approach there is a direct
relationship between job satisfaction and rewards. They said
that employees will be their productive best and committed
when they are rewarded appropriately for their work. They laid
down five core dimensions:
 Skill variety: The employees must be able to utilize all their skills
and develop new skills while dealing with a job.
 Task Identity: The extent to which an identifiable task or piece or
work is required to be done for completion of the job.
 Task Significance: How important is the job to the other people,
what impact does it create on their lives?
 Autonomy: Does the job offer freedom and independence to the
individual performing the same.
 Feedback: Is feedback necessary for improving performance.

6. Traditional
Approaches to
Job Design
Scientific
Management
Job
Characteristics
Theory
Job Enlargement/
Job Rotation
Job Enlargement/
Job Rotation
Job
Enrichment
Job
Enrichment
APPROACHES TO JOB DESIGN (CONT.)
APPROACHES TO JOB DESIGN (CONT.)

7. Emphasizes work simplification – standardization and the narrow,
explicit specification of task activities for workers.
Limits number of tasks; tasks are designed so worker doesn’t have
to think.
+ Allows diverse groups to work together
+ Leads to production efficiency and higher profits
- Undervalues the capacity for thought and ingenuity
SCIENTIFIC MANAGEMENT
SCIENTIFIC MANAGEMENT

8. Job Enlargement –increases the number of activities in a job to
overcome the boredom of overspecialized work
Job enlargement means increasing the scope of a job through
extending the range of its job duties and responsibilities
generally within the same level and periphery.
Job enlargement involves combining various activities at the same
level in the organization and adding them to the existing job. It
is also called the horizontal expansion of job activities.[1]
Job Rotation – workers are exposed to a variety of specialized
jobs over time
Cross-Training – workers are trained in different specialized
tasks or activities
JOB ENLARGEMENT / ROTATION
JOB ENLARGEMENT / ROTATION

9. Job enrichment can be described as a medium through
which management can motivate self-driven employees
by assigning them additional responsibility normally
reserved for higher level employees.
By doing this, employees feel like their work has meaning
and is important to the company.
+ Increases recognition, responsibility and opportunity for
achievement.
- Only certain jobs should be enriched.
JOB ENRICHMENT
JOB ENRICHMENT

11. FACTORS AFFECTING JOB DESIGN
FACTORS AFFECTING JOB DESIGN
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12. FACTORS AFFECTING JOB DESIGN (CONT.)
FACTORS AFFECTING JOB DESIGN (CONT.)
1. Proper scope of job
 The scope of the job should be proper. If the scope is narrow (less),
then the job will not be challenging. It will not give an opportunity
for development. The manager will not get satisfaction after
completing an easy job. If the scope of the job is very wide, then the
manager will not be able to handle it properly. This will cause stress,
frustration and loss of control. Therefore, scope of the job must be
balanced and proper.
2. Full-time challenge of the job
 The job should be so challenging that it takes up the full-time and effort
of the manager. So, the service of the manager must be fully utilised.
If not, the manager will have a lot of free time. He will use this free
time to interfere in the work of his subordinates. This will cause
problems and conflicts because subordinates do not like unnecessary
interference from their superiors.
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13. FACTORS AFFECTING JOB DESIGN (CONT.)
FACTORS AFFECTING JOB DESIGN (CONT.)
3. Managerial skills
 The skills of the manager should be considered before designing
his job. All managers do not have equal skills. So jobs should be
designed after considering the skills of the manager. So, a manager
having a high level of skill should be given very challenging jobs
while a manager having a low level of skill should be given fewer
challenging jobs. Jobs must be made flexible so that it can be
changed according to the skills of the manager.
4. Organization's requirements
 Jobs must be designed according to the requirements of the
organization.We cannot use the same job design for all
organizations.
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14. FACTORS AFFECTING JOB DESIGN (CONT.)
FACTORS AFFECTING JOB DESIGN (CONT.)
5. Individual likes and dislikes
 People have different likes and dislikes. Some people like to work
alone while some people prefer to work in groups. Some people
want to do only planning and decision making while other people
like to implement these plans and decision. So, individual likes and
dislikes must be considered while designing the job.
6. Organizational structure
 Organizational structure also affects the job design. Individual jobs
must fit into the organization's structure.
7.Technology
 The level of technology used by the organization also affects the job
design. An organization having a high level of technology will have
different job designs compared to an organization having a low level
of technology.
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15. CONTEMPORARY ISSUES IN JOB DESIGN
CONTEMPORARY ISSUES IN JOB DESIGN

16. Telecommuting: One of the recent changes and potentially the most far-
reaching is telecommuting. Two of every three Fortune 500 companies now use
telecommuting. It is the use of microcomputers, networks and other
communication technology such as fax machines to do work from home, which
was traditionally done in the workplace. The employee has no contact with other
employees, but is able to communicate with them using electronic means.
Job Sharing: It is the second most preferable alternative of traditional working
styles where two or more individuals share the responsibilities of a full time job.
They divide the tasks, responsibilities and compensation according to their
mutual consent.
Flexi-Working Hours: These days, organizations allow their employees to work
according to the timings that suit them best. There are 3-4 working schedules
and individuals can choose any one of them depending upon their availability.
Employees can work in early hours as well as night hours.
CONTEMPORARY ISSUES IN JOB DESIGN (CONT.)
CONTEMPORARY ISSUES IN JOB DESIGN (CONT.)

17. Alternative work pattern: Job sharing is an example of alternative
work pattern. It involves two people sharing a full time job. It can be
implemented in several ways:
• Each working a half day, five days a week.
• Each working two or three hill days a week
• Each working every other week
• Each working alternate months or seasons.
Techno stress: Techno stress is stress caused by new and advancing
technologies in the workplace, mostly by information technology.
Advanced information technologies enable organizations to
monitor employee performance, even when the worker is not
aware of such arrangement. These new technologies also allow
organizations to tie pay to performance because performance is
electronically monitored.
CONTEMPORARY ISSUES IN JOB DESIGN (CONT.)
CONTEMPORARY ISSUES IN JOB DESIGN (CONT.)

18. Task Revision: Task revision is nothing but modification of existing
work design by reducing or adding the new job duties and
responsibilities to a specific job.
A new concept in the design of work is task revision. Task revision
assumes that organizational roles and job expectations may have
been correctly or incorrectly defined. Where the role is correctly
defined, behavior of the employee fits the role and performance
tends to be high.
Skill Development: Ability of the employees should be an important
consideration in job design. Where employee’s skills and
competence do not match with the requirements of job, performance
suffers. Thus, organizations must consider the talents and skills of
their employees when they engage in job design efforts.
CONTEMPORARY ISSUES IN JOB DESIGN (CONT.)
CONTEMPORARY ISSUES IN JOB DESIGN (CONT.)