Job design report white

Job Design

and Job Description

Job Design

and Job Description

Group MD 3Y1-6

OBJECTIVES:

• What is Job Design?• What are the approaches involved in

Job Design?• What is Job Analysis?• What are the steps in Job Analysis?• What are the uses of Job Analysis

Information?

JOB DESIGN:• Job design has been defined by Davis (1966) as:

‘The 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’.

• Job design is the process of defining the way work will be performed and the tasks that will be required in a given job.

• Job design may be defined as the function of specifying the work activities of an individual or group in an organizational setting.

First, to satisfy the requirements of the organization for productivity, operational efficiency and quality of product or service, and

Second, to satisfy the needs of the individual for interest, challenge and accomplishment, thus providing for ‘job engagement’ – commitment to carrying out the job well.

JOB DESIGN HAS TWO AIMS:

It is a group of related activities and duties held by a single employee or a number of incumbents.

JOB?

There are various steps involved in job design that follow a logical sequence, the sequence is as follows:

What tasks are required to be done or what tasks is part of the job?

How are the tasks performed?

What amount are tasks are required to be done?

What is the sequence of performing these tasks?

This is through JOB ANALYSIS.

APPROACHES IN JOB DESIGN

Industrial Engineering

Work Simplifications

Behavioral

-Job Enlargement

-Job Rotation

-Job Enrichment

Job Characteristic

Model

Human Engineering

Ergonomics

INDUSTRIAL ENGINEERING CONSIDERATIONS

Industrial engineering is a field of study concerned with analyzing work methods; making work cycles more efficient by modifying, combining, rearranging, or eliminating tasks; and establishing time standards.It involves assigning most of the administrative aspects of work (such as planning and organizing) to supervisors and managers, while giving lower-level employees narrowly defined tasks to perform according to methods established and specified by management.

Work simplification is based on the premise that work can be broken down into clearly defined, highly specialized, repetitive tasks to maximize efficiency. The job is broken down into small parts and each part is assigned to an individual.

WORK SIMPLIFICATION:

• Can increase operating efficiency in a stable environment,

• It is not effective in a changing environment in which customers/clients demand custom-designed products and/or high-quality services or one in which employees want challenging work.

• Among educated employees, simplified jobs often lead to lower satisfaction, higher rates of absenteeism, and turnover and demands for premium pay to compensate for the repetitive nature of the work.

BEHAVIORAL CONSIDERATIONJob Enlargement: (horizontal loading)• the worker performs a greater number or variety of tasks

in the same level of difficulty• Also known as horizontal loading,• Job enlargement reduces monotony and fatigue by

expanding the job cycle and drawing on a wider range of employee skills.

Example: A Phlebotomist works for 4 hours in the laboratory but in Job

enlargement he will work for 8 hours. Same skills but taking more responsibilities

Job Rotation:• Another technique to relieve monotony and

employee boredom, which involves systematically moving employees from one job to another.

• Although the jobs themselves don’t change, workers experience more task variety, motivation, and productivity. The company gains by having more versatile, multi-skilled employees who can cover for one another efficiently.

BEHAVIORAL CONSIDERATION

Job Enrichment (vertical loading)

• any effort that makes an employee’s job more rewarding or satisfying by adding more meaningful tasks and duties.

• Also known as vertical loading, • Job enrichment involves increasing autonomy and

responsibility by allowing employees to assume a greater role in the decision-making process.

• best way to motivate workers is to build opportunities for challenge and achievement into jobs- Frederick Herzberg


Direct Feedback

Client Relationship

New Learning

Scheduling Of Work

Unique Experience

Control Over Resources

Direct Communication Authority

Personal Accountability

Enriched Job characteristics

Job Enrichment Job Enlargement

Scope of job qualitatively quantitatively

Employee’s feeling

Satisfied and contented

More responsible and worthwhile

Functions: Empowers planning and organizing

Executes Planning and organizing

Expansion: Vertical Horizontal

Job Characteristics Model• Skill Variety

The extent to which the work requires several different activities for successful completion.

• Task Identity The extent to which the job includes a “whole”

identifiable unit of work that is carried out from start to finish and that results in a visible outcome.

• Task Significance The impact the job has on other people.


• AutonomyThe extent of individual freedom and discretion in the work and its

scheduling.

• FeedbackAmount of information employees receive about how well or how poorly

they have performed.

HUMAN ENGINEERING CONSIDERATION

• An interdisciplinary approach that seeks to integrate and accommodate the physical needs of workers into the design of jobs. It aims to adapt the entire job system—the work, environment, machines, equipment, and processes—to match human characteristics.

Ergonomics:• is the term used to describe the study of the

physical arrangement of the work space together with the tools used to perform a task.

• In applying ergonomics, we strive to fit the work to the body rather than forcing the body to conform to the work. As logical as this may sound, it is actually a recent point of view.

HUMAN ENGINEERING CONSIDERATION

JOB ANALYSIS• Once jobs have been designed or redesigned, an

employer’s performance-related expectations need to be defined and communicated based on job analysis,

• a process by which information about jobs is systematically gathered and organized.

• is the procedure firms use to determine the tasks, duties, and responsibilities of each job and the human attributes (in terms of knowledge, skills, and abilities) required to perform it.

• Job Design reflects subjective opinions about the ideal requirements of a job

• Job analysis is concerned with objective and verifiable information about the actual requirements.

• Once this information has been gathered, it is used for developing :

• Job Descriptions (what the job entails) and • Job Specifications (what the human

requirements are)

JOB ANALYSIS

Uses

Gather information

Process information

Job Description

Job Specification

Job Analysis:

Job Design

Human resources Planning

Recruitment & Selection

Compensation

Performance Appraisal

Labor relations

Training, development and career management

Job design or redesign

Strategic choices

JOB ANALYSIS PROCESS

1. Strategic Choices Extent of employees involvement Levels of details Time and frequency Sources of job data

Non-Human Sources Human Sources

Existing job descriptions and specificationsEquipment maintenance recordsEquipment design blueprintsArchitectural blueprints of work areaFilms of employee workingTraining manuals and materialsMagazines, newspapers, literatures

Job AnalysisJob IncumbentsSupervisorsJob Experts

2. Collection of data

Three parameters in Data Collection

Methods of Data Collection:Observation

InterviewQuestionnaires

ChecklistsTechnical Conference

Diary Methods

Who to Collect Data?

Trained Job Analysts

SupervisorsJob Incumbent


3. Processing of Data Once the job information is collected it needs to

be processed, so that it would be useful in various personnel functions. Specifically job related data would be useful to prepare job description and specifications, which form the next two processes of job analysis.


Last: Develop a job description and job specification.

A job description and a job specification are the two concrete products of the job analysis.

As explained earlier, the job description is a written statement that describes the activities and responsibilities of the job as well as important features of the job (such as working conditions and safety hazards).


Job Description and Job Specification

• The job specification summarizes the personal qualities, traits, skills, and background required. While there may be a separate document describing the human qualifications, job descriptions and specifications are often combined in a single document, generally titled “Job Description


“Job Description implies objective listing of the job title, tasks, and responsibilities involved in a job.”

Job description is a word picture in writing of the duties, responsibilities and organizational relationships that constitutes a given job or position.

Job description is a broad statement of purpose, scope, duties and responsibilities of a particular job.

JOB DESCRIPTION

Job descriptions include:

• Job identification• Job summary• Relationships• Duties and responsibilities• Authority• Performance standards• Working conditions• Job descriptions should be

clear, specific, and brief

Features of Good Job Description

• Up to date• Proper Job Title• Comprehensive Job

Summary• Clear duties and

responsibilities• Easily understandable• State job requirements• Specify reporting

relationships• Showcase degrees of

difficulties • Indicates opportunities for

career development

Job Specification involves listing of employee qualifications, skills and abilities required to meet the job description.

In other words it is a statement of minimum and acceptable human qualities necessary to perform job properly.

Job specifications include knowledge, skills, and abilities (KSAs) required of an

employee to do the job Qualifications in a job specification must be

justifiable, particularly education and experience

JOB SPECIFICATIONS

USES OF JOB ANALYSIS INFORMATION

Human Resources Planning: Knowing the actual requirements of jobs is essential in order to plan future staffing needs and in assessing how a firm’s employment equity goals can be met most effectively.

Recruitment And Selection: Job description and job specification information should be used to decide what sort of person to recruit and hire.


Compensation: Job analysis information is also essential for determining the relative value of each job and the appropriate compensation. The relative value of jobs is one of the key factors used to determine appropriate compensation and justify pay differences if challenged under human rights or pay equity legislation.

Performance Appraisal: To be legally defensible, the criteria used to assess employee performance must be directly related to the duties and responsibilities identified through job analysis.


Labor Relations: In unionized environments, the job descriptions developed from the job analysis information are generally subject to union approval prior to finalization. Such union-approved job descriptions then become the basis for classifying jobs and bargaining over wages, performance criteria, and working conditions.

Training, Development, And Career Management :By comparing the knowledge, skills, and abilities (KSAs) that employees bring to the job with those that are identified by job analysis, managers can determine the gaps. Training programs can then be designed to bridge these gaps.


http://www.managementstudyguide.com/job-rotation.htm

• A Handbook of Human Resource Management Practice 10th edition by Michael Armstrong 2006

• Human Resource Management v. 1.0 by Laura Portolese Dias

• Part 2 Meeting Human Resources Requirements; Chapter 3 by Anne MacInnis

REFERENCE:

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