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This slide has complete information related to job design.
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JOB DESIGN WORK DESIGN ASHISH DHAKAL
Job Design Job design involves determining the specific task and responsibilities to be performed and carried out by the employees. It is a complex process. It enables to identify employees’ skills and competence with the job requirements. It ensures organizational efficiency and effectiveness
Job redesign and Scheduling Program • Job Rotation • Job Enlargement • Job Enrichment • Flextime (Flexible work schedule) • Work Sharing (Job sharing) • Telecommunicating
Job Rotation • Job rotation is the systematic movement of employees from one job to another within the organization to achieve various human resources objectives. • Job rotation allows a company to see employees' potential and invest in teaching new skills throughout an organization • Employee gains knowledge and skills by learning different jobs that require new skills and provide different responsibilities • It is an effective way for employees to acquire new skills and in turn for organizations to increase the overall skill level of their employees.
Job Enlargement • Job enlargement involves combining various activities at the same level in the organization and adding them to the existing job. • Job enlargement means adding more duties, and an increased workload. • For example, a sales clerk’s job may be enlarged by adding responsibility for checking and ordering inventory as needed. Through this, employees feel a greater sense of accomplishment because they completed a large part of the task
Job Enrichment • Job enrichment is the process of adding motivators to existing roles in order to increase satisfaction and productivity for the employee. • Herzberg says that “every job should be examined to determine how it could be made better and more satisfying to the person doing the work.” • Job enrichment means improvement or an increase with the help of upgrading and development. • Job enrichment include adding extra tasks, increasing skill variety, responsibility, accountability and recognition.
Flextime • Flextime is an arrangement that allows an employee to alter the starting and/or end time of her/his workday. • Employees still work the same number of scheduled hours as they would under a traditional schedule. • For example, the traditional schedule is from 9 a.m. to 5 p.m. per day, a flex-time schedule allows employees to arrive, for example, at 8:30 a.m. one day and 10 a.m. the next. Employees with flex time schedules work the same amount of hours as those with a traditional work schedule.
Work Sharing (Job sharing) • An arrangement whereby one full-time job may be carried out by two people working part-time. • Exchange of skills and knowledge between job sharers. • It allows the organization to attract the talents of more than one individual in a given job.
Telecommunicating • Telecommuting allows people to work from anywhere, anytime. • This is a relatively new approach of working, as it allows employees to spend part of their time working outside the assigned office – usually at home (work from home ). • It gives employee additional flexibility. • Organization can save on facilities such as office space cost, and other overhead expenses.
Job Characteristics Theory The Job Characteristics Model is a theory that is ’’based on the idea that a task in itself is the key to the employee's motivation’’. In short, a boring and monotonous job is disastrous to an employee's motivation whereas a challenging, versatile job has a positive effect on motivation The five core characteristics of job design are skill variety, task identity, task significance, autonomy, and job feedback. The 3 psychological states of job design are experienced meaningfulness, experienced responsibility to work outcome, and knowledge of the result.
JOB CHARACTERISTICS THEORY Hackman and Oldham JCT theory
Skill Variety Skill variety refers to the degree to which a job demands different activities in the execution of the tasks, where various skills and talents of the working person are used. A monotonous job with repetitive tasks doesn’t help the employee to develop a variety of talents. A worker who does alternating work is probably more satisfied with his job than a person who routinely produces the same work each and every day.
Task Identity This is the degree to which the work demands a complete process or product. This means that a certain job within the package of tasks has a clear beginning and ending, allowing a person to work on a complete process rather than small parts. Employees often value carrying out a complete process. Such a work cycle ensures that they are more involved in their work and will most likely feel more responsible than their colleagues who only take on a small part of the process.
Task Signification Task significance is the degree to which the job has a substantial impact on the lives of other people within the organization, but also on society as a whole. Feeling the meaningfulness of work is important for the employee’s motivation. This can be encouraged when they help others to improve in a physical, financial, psychological or any other field.
Autonomy Autonomy within a job refers to the degree to which an employee can work independently. The freedom to plan the workday and set up new procedures that must be followed increases one’s sense of responsibility, which in turn benefits motivation. Within managerial positions, supervisory and ministerial positions, employees often enjoy a higher level of autonomy, but this isn’t just the case for managerial or high positions. Other employees can also have a strong sense of responsibility and autonomy when they’re given the freedom to carry out their tasks independently by means of personal initiatives.
Feedback For the performance of the employees, it’s important that they are informed of the effectiveness of their recent performances. Feedback can also have a positive effect on their motivation. When managers tell employees they’re doing a good job, this will motivate them to continue in the same way. When they hear that their actions didn’t meet the requirements, they will respond accordingly and try to improve their performance.
Experienced Meaningfulness The experienced meaningfulness of the work is the degree to which the employee experiences the work to be inherent and meaningful, something that adds value to the experience. Meaningfulness is characterized by three of the job characteristics discussed above: Skill variation, task identity, and task importance. Experienced Responsibility The experienced feeling of responsibility is formed by the amount of autonomy the job offers and demands. Knowledge of Results Knowledge of results is formed by feedback systems within a company. It indicates the degree to which the task holder is provided with direct and clear information on the effectiveness of his or her performance.
High Performance A good performance of an employee consists of high quality of the delivered work and a large quantity of work. That is productivity increases when the employee experiences the three psychological states. High Motivation An employee can be motivated by external sources, such as monetary rewards, but the most valuable motivation comes from within. Intrinsic motivation is attained through valuable, responsible, and autonomous work. High Satisfaction A simple definition of satisfaction is an employee’s level of satisfaction with his or her job. Hulin and Judge provided a more complex definition for the satisfaction level, referring to a multi-dimensional psychological reaction to someone’s job. These reactions can be both cognitive, affective, and behavioral.
Research finding Based upon a questionnaire developed by Hackman and Oldham’(JCT), it is possible to calculate a “ Motivating Potential Score”(MPS), which reflects the degree to which the employees see their job as motivating. It is calculated by using the formula: Skill Variety + Task Identity + Task Significance MPS = x Autonomy x Feedback 3
Technology and Job/Work Design • Technology affects work to design and both of them affect people’s behavior at work. In this section, we discuss four specific issues related to technology at work. There are; • TQM and Continuous Improvement Process • Reengineering work process • Flexible manufacturing system • Worker obsolescence
TQM and Continuous Improvement Process Total quality management (TQM) describes a management approach to long-term success through customer satisfaction. TQM defines as an integrated organizational effort designed to improve quality at every level. Continuous improvement means that small, incremental improvement that occurs regularly will eventually add up to vast improvement in quality.
Impact of TQM and continuous process improvement on employee and their job • They are bound to be a continuous learner. They should not be satisfied with their past performance • Because of the above reasons, some employees may experience increased stress from a work climate. • It is a never-ending race that has no finish line. This creates constant tension for the employee. • Employee involvement programs become an unavoidable and necessary part of TQM.
Reengineering Work Process • Rethinking and redesigning the process by which an organization creates value and does work, ridding itself of operation that has become antiquated. • Its focus is on the work process. • It is a radical process improvement strategy. • It applies to the individual as well as the organization process. • It tries to add the value add contains and minimize those that do not add value. • It aims to improve performance by redesigning the work process.
Identify distinctive competencies • It is the ability of an organization where can perform better compared to its competitors. Those activities offer a competitive advantage. • Examples might include: • Better business location. • Superior technical support. • Higher quality product. • More quality products
Assessing core processor The process where the manager identifies important key processes which clearly add value to the organization. It does not cover those activities which add little or no value to the organization. Core processes transform four major resources of the organization (physical, financial, human, and informational) into products and services which add value to the customer.
Reorganizing horizontally by processes • This element tries to attack processes rather than functions of the organization, by cutting out the unnecessary level of middle-level management horizontal reengineering can implement. • Result of process reengineering: • Lots of people lost their job. • After reengineering, employees found their job was completely changed. • As a result employee suffers from anxiety and uncertainty which they never faced before starting the process of reengineering program.
Flexible Manufacturing System • The entire production line by providing instruction to all machines involved in production. • Key aspects of an FMS: • FMS is a computer-controlled system. • It contains several workstations each geared to different operations. • Work station machines are automated and programmable. • Hundred of tools options are available etc.
FMS impact in employee behavior • It requires a different type of industrial employee. • Employees require more training and high-level skill. This is because there are few employees, so each has to be able to do a greater variety of tasks.
Worker Obsolescence • When an employee no longer possesses the knowledge or abilities needed to perform successfully is work obsolescence. • “There is nothing permanent than change”-Heraclitus • Contributing factors for worker obsolescence are: • New technology driven by computer. • Work process reengineering. • TQM
