The document discusses job design and redesign. It defines job redesign as restructuring job elements like tasks and responsibilities to make jobs more motivating. A job redesign process typically involves clarifying current vs past roles, assessing employee skills, reallocating tasks, providing training, and revisiting changes. Reasons for redesign include enhancing work quality and satisfaction. Methods discussed include job enrichment, enlargement, rotation, teams, and work-life balance policies. The Job Characteristics Model links job design dimensions like autonomy and feedback to outcomes like motivation and satisfaction.

1. Human resource Management II (HHRM 103)
Mudyiwa R.M
W
Nyamubarwa

2. Job design & redesign defined:
Job redesign refers to the restructuring of job elements including tasks, duties
and responsibilities of a specific job in order to make it more encouraging and
inspiring for the employees or workers.
Job Redesign Process:
 A job redesign effort would walk through the following steps:
 1. Clarify exactly what is being done today vs. the job description
and identify any difficulties in completing work.
 2. Determine skills of the employees and their level of fit with
their current positions.
 3. Re-allocate tasks so that employees have a better fit between
their skills, interests, and position requirements.
 4. Provide training, as needed, to get employees ready for their
new responsibilities.
 5. Implement the program through providing a new job description
to each employee and having them focus on their revised jobs.
 6. Revisit regularly to ensure that the person to job fit is
maintained

3. Why do we redesign Jobs
enhances the
quality of
work-life
Recreates
the Person-
Job tit
inculcates work
motivation
removes
overlapping in
responsibilities
Enhances Job
satisfaction

4. Job Satisfaction
Job satisfaction is defined the pleasurable emotional state
resulting from the appraisal of one’s job as achieving or
facilitating the achievement of one’s job values; and “the
extent to which people like (satisfaction) or dislike
(dissatisfaction) their jobs.

5. The Job Characteristics Model
Hackman and Oldham's research led them to conclude
that five key characteristics could be used to describe the
motivating potential of a job. These characteristics are:
 skill variety,
 task identity,
 task significance,
 autonomy, and
 feedback.
These psychosocial states then lead to a number of
potential outcomes, including: job satisfaction. Therefore
from an organisations’ point of view, it is thought that by
improving the five core job dimensions this will
subsequently lead to a better work environment and
increased job satisfaction.

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

7. Job Redesign methods
JR Methods
 Job enrichment
 Job enlargement
 Job rotation
 Teamwork
 High performance work
practices
 Work life balance
 Empowerment
Outcomes
Happy workers
Person to Job Fit
Employee motivation
High Production

8. Job Enrichment
Medium through which management can motivate self-driven employees by
assigning them additional responsibility normally reserved for higher level
employees. By doing this, the employees feel like their work has meaning and
is important to the company. It is done thru adding.
o Decision making power,
o Opportunity for learning,
o Autonomy
o Resource control
o Responsibility
o Feedback

9. Job Enlargement
Job enlargement is the horizontal expansion of jobs to
include more variety of tasks within the scope of the job.
o Motivates employees
o Reduces boredom.
o Enhances skill utilization.
o Increases employee efficiency

10. Task
Distinguish Job evaluation
from job enrichment.
Which method do you think
would be most appropriate
in the Zimbabwean labour
market? Justify your choice.

11. Job Rotation
Job rotation refers is to periodical shifting of an employee
from the existing job to another job at the same level of skill
requirements. It is also known as cross training. Leads to;
 Reduction of boredom and employee turnover.
 Better diversification and development of wide range
of skills.
 Greater challenges in the job leading to variety of
jobs.
 Increased flexibility of jobs.
 Greater adaptability to change

12. Teamwork
Organizations use teams because certain tasks are difficult
to be performed alone by the individuals.
Teams in organisations can either be formal or informal.

13. High Performance Work
Systems
High-performance work systems (HPWS) are a group of
separate but interconnected human resource (HR) practices
designed to enhance employee effectiveness.
In a high-performance work system, the elements
that must work together include organizational
structure, task design, people (the selection,
training, and development of employees), reward
systems, and information systems, and human
resource management.

14. Elements of a HPWS

15. Work–life balance
Practices are concerned with providing scope for employees
to balance what they do at work with the
responsibilities and interests they have outside work
and so reconcile the competing claims of work and
home by meeting their own needs as well as those of
their employers.

16. Work-Life Balance Systems
o Flexitime
o Home working
o Part-time working
Compressed weeks
o Job sharing
o Leave
o Career breaks

17. HR Policies & Procedures
A formal statement or a principle or rule that members of an organization
must follow.
HR policies define the philosophies and values of the organization on how
people should be treated, and from these are derived the principles upon
which managers are expected to act when dealing with HR matters
As a general rule, policies should be put in writing for the avoidance of doubt

18. o HR policies are linked with HR objectives hence making organisational
objectives more easily achievable.
o HR policies reflect the intentions of top management about the
workforce of the organisation. They describe management’s thinking,
actions and practices towards the employees.
o They are a means of defining the employment relationship and the
psychological contract.
o Ensures that employees understand their responsibilities and how they
should deal with various situations at the workplace.
o Provide guidelines on how key aspects of people management should
be handled.
o Guides employees to deal with a particular situation in a particular
manner.
o To ensure mutual confidence between the employer and the employees
and thereby avoid misunderstanding between them.
o Communicate values and expectations for how things are done at your
organization

19. Policy Formulation Process
 Identifying the need
 Developing appropriate strategies
 Drafting policy document
 Policy implementation
 Monitoring and evaluation