Job Design & Organisations

Topics: Employment, Organizational studies and human resource management, Management Pages: 11 (2387 words) Published: December 6, 2012


{Job design increase value of position to the organisation engages workers and reduces individual and organisational risk. It leads to greater organisational effectiveness and efficiency and better results from employees. Conclusion}

Job design: means to decide the contents of the job. job design is the specification of the contents, methods and relationships of the job in order to satisfy organisational and employee requirements. There are three key phases in developing and describing a job: 1. Organisational design This phase determines the organisation’s functions and structure. 2. Job design: This defines the primary function, accountabilities and operational arrangements of the job. 3. Job analysis: In this phase, information about the job is gathered, analysed and documented. Training in job analysis for the organisation’s accredited job evaluation system is valuable for this process. As a manager with in-depth knowledge of the job and its contribution to business needs your involvement in each phase is important. Definition: Work arrangement (or rearrangement) aimed at reducing or overcoming job dissatisfaction and employee alienationarising from repetitive and mechanistic tasks. Through job design, organizations try to raise productivity levels by offering non-monetary rewards such as greater satisfactionfrom a sense of personal achievement in meeting the increased challenge and responsibility of one's work. Job enlargement, job enrichment, job rotation, and job simplification are the various techniques used in a job design exercise.

Maslows hierarchy of needs:
Satisfy the basic needs first then move to the higher levels

Herzberg two factor theory.


Para 1
Job brings together task, duties and responsibilities for which remuneration is paid. -Job design “involves finding ways of adjusting the whole working environment so as to make all jobs in an organisation as intrinsically motivating as possible.”-Taylor -The need to harness human resources in innovatory ways to give organisations a competitive advantage has focused attention on the question of job design. -Rationales behind job design

oMotivate employees, Achieve organisational goals, Enhance satisfaction, Improve performance, Cost effectiveness & Competitive advantage Para 2
-Scientific management (Frederick Taylor)
oInefficiency, motivated by money, analyse role scientifically, eliminate time & motion waste. oFive principles of job design:
Simplify task, divorce of planning and control, minimization of skill requirements, reduction of material handling to a minimum -Neo-taylorism: call centres
oScripts: simplify task, remove discretion and control, standardised. Financial incentives. Hide from management, calls monitored, toilet breaks. -Fordism:
oMachines, flow-line assembly, control employees, increase productivity, different workstations, standardisation. -Limitations to Traditional job design:
oBoredom, dissatisfaction, high staff turnover, tighter the control-the more control needed, have to employ: controllers, supervisors & inspectors -Elton Mayo Human relations school: not only motivated by economic incentives but also social and psychological. -Human resource management: consider psychological aspect of work, work is made intrinsically appealing, participation in decision making increased, principles of good job design: closure, incop’d. Control + monitoring of tasks, task variety, self-regulation, a job structure->permits social interaction.

Para 3
-Job re-design:
oJob rotation: moving employees from one job to another @ regular intervals oJob enlargement: widening duties by adding new tasks that broaden the skills required & reduce over specialization & monotony. oJob enrichment: Herzberg hygiene factors, motivators. Job Ro. & Enlar. Jobs enlarged, more challenging as well as provide degree of autonomous decision-making. Remove control,...
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