This document discusses various organization development (OD) interventions such as job redesign, career planning, and employee stress and wellness programs. It provides details on job redesign techniques like job simplification, rotation, enlargement and enrichment. Career planning objectives are outlined as attracting and retaining employees, effective human resource use, productivity gains, and improved employee morale. Employee stress interventions include diagnosing stress causes, supporting relationships, health facilities, and employee assistance programs.

1. OD Intervention
Techniques
Job Redesign
Career Planning
Employee Stress & Wellness Program
Submitted By
Shubhra
Dewangan

2. Organization development (OD) is a deliberately
planned, organization-wide effort to increase an
organization's effectiveness and/or efficiency and/or to
enable the organization to achieve its strategic goals.
OD interventions:
– are structured activities used individually or in
combination to improve their social or task
performance
– introduced by a change agent as part of an
improvement program

3. Job
Redesign

4. Job Redesign
• Restructuring the elements including tasks, duties and
responsibilities of a specific job in order to make it
more encouraging and inspiring for the employees or
workers is known as job redesigning.
• The main objective of conducting job redesigning is
to place the right person at the right job and get the
maximum output while increasing their level of
satisfaction.

5. Job Redesign Process
1
• Revising the Job Content
2
• Analyzing Job-related Information
3
• Altering the Job Elements
4
• Reformation of Job Description and Specification
5
• Reshuffling the Job-related Tasks and Duties

7. Techniques of Job Redesigning
• Job Simplification
• Job simplification is a design method whereby jobs are divided
into smaller components and subsequently assigned to workers
as whole jobs.
Person
Week 1 2 3
1 A B C
2 A B C
3 A B C

8. Techniques of Job Redesigning
• Job Rotation
• Job rotation refers to the movement of an employee from one job to
another. Jobs themselves are not actually changed, only the employee are
rotated among various jobs. An employee who works on a routine job
moves to work on another job for some hours/days/months and returns
back to the first job.
Person
Week 1 2 3
1 A B C
2 B C A
3 C A B

9. Techniques of Job Redesigning
• Job Enlargement
• Job enlargement expands job horizontally. It increases job scope; that is, it
increases the number of different operations required in a job and the
frequency with which the job cycle is repeated. By increasing the number
of tasks an individual performs, job enlargement, increases the job scope,
or job diversity.
Person
Week 1 2 3
1 ABC ABC ABC
2 ABC ABC ABC
3 ABC ABC ABC

10. Techniques of Job Redesigning
• Job Enrichment
• Job enrichment, as it is currently practiced in industry, is a direct
outgrowth of Herzberg's Two Factor Theory of motivation. It is,
therefore, based on the assumption that in order to motivate personnel,
the job itself must provide opportunities for achievement, recognition,
responsibility, advancement and growth.
Person
Week 1 2 3
1 ABCX ABCY ABCZ
2 ABCX ABCY ABCZ
3 ABCX ABCY ABCZ

11. Advantages of Job Redesigning
 Enhances the Quality of Work-Life
 Increases Organization’s and Employees’ Productivity
 Brings the Sense of Belongingness in Employees
 Creates a Right Person-Job Fit

12. Career Planning
• What is career?
• What is career
planning?

13. General Periods in Careers

14. Objectives of Career Planning
Attract and
retain
Use human
resources
effectively
Achieve
greater
productivity
Reduce
employee
turnover
Improve
employee
morale
Growth of
employee

15. Career Planning Process
 Identifying individual needs.
 Analyzing career
opportunities.
 Aligning needs and
opportunities.
 Action plans and periodic
review.

16. Initiatives taken by organizations:
Career Workshops
Career Centers
Career Planning
Guides
Career Counseling

17. Employee Stress
&
Wellness
Interventions

18. Applications Stages
• Diagnosing Stress and becoming aware of its Causes
Workplace Stressors Individual
differences
Work overload Charting Stressors
Role conflict Health Profiling
Role Ambiguity

19. To Cope with Stress
Interventions are:
Role
clarification
Supportive
Relationships
Work Leaves
Health
Facilities
Employee
Assistance
Programs