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Process defects analysis can identify the problems introduced in one stage of a work process flow can have an impact

on the operations at later stages. Those involved in compiling the analysis chart considerably improve their

understanding of the total process. This, however, would be a secondary benefit of the chart.

The main benefit came about through rethinking the allocation of responsibilities and the steps taken to make the

process/ system more responsive, thereby reducing losses.

In the design process we have now looked at means for deciding the criteria to be adopted in designing jobs and work

organization. We have also seen a method for identifying key decisions in the operation of the work system.

Final Step

Finally, a means for comparing alternative job and work organization designs is presented. This is in the form of a

checklist which covers the areas of work content,

  work organization,

  working conditions,

  social opportunities and

 

career opportunities.The method is illustrated in the Analysis of Job Design and Work Structure proforma, (contained in the PDF version of

this article) where an example of an analysis of clerical work is presented. If the work in this section of this organization

is expected to change, then the job design / work organization project team would use the analysis proforma.

This would then form the basis of a discussion document for the project team and for consideration of feasible

alternatives.

An analysis of the proposed jobs, or those to be redesigned can be carried out, so as to form a basis for discussion with

the project team and later consideration of feasible alternatives.

In the Job Profile Design Summary for an invoice clerk ( contained in the PDF version of this article ) career

opportunities and work organization were assessed particularly poorly. The work content also scored below average.

Jobs being replaced by the new systems could be engineered to offer greater opportunities for job holders in this

position.

The design team now has a method for looking at broader aspects of the job beyond those normally considered in

financial appraisals. They are in a better position to consider the implications on and for employee motivation of the

proposed changes as well as considering other options.

Principles of Job Design 

The following key factors need to be taken into consideration when designing roles:

Variety

Greater variety in a job can improve the interest, challenge and commitment of the role holder to the task. Doing the

same repetitive tasks may offer little challenge and can lead to role holders losing interest or becoming and dissatisfied.

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Variety means more than simply adding an extra but similar duty. For example, processing different forms would not

make the work more meaningful as there may be no extra challenge. Some other type of relevant activity may,

therefore, be worthwhile incorporating into the job.

Alternatively, too much variety can also be frustrating and a source of conflict and dissatisfaction. The optimum amount

of variety will differ from person to person and will depend on the level of the position, and the needs of the job.

Responsibility

Individuals need to feel responsible for the work they are doing, either individually or as part of a team. Their work

should be clearly identified so they can see that they are personally responsible for the outcomes (successes and

failures) that occur as a result of their own actions. If the responsibilities are clear, then the role holder and their

supervisor will be better able to know if the accountabilities of the position are being delivered. The employee should

be able to understand the significance of the work they undertake and where it fits into the purpose of the

organisation.

Autonomy

This goes hand in hand with responsibility. Autonomy means giving more scope to individuals to regulate and controltheir own work within the parameters set for the job. The role holder will need to have some areas of decision-making

that they can call their own, within the overall framework of their job. For example, this might include scope for

exercising some discretion over their method of working in order to deliver.

Task identity

Individuals often receive more satisfaction from doing a ‘whole’ piece of work. This is more likely to occur when a task

or job has a distinct beginning and end which is clearly apparent to the roleholder and others who work around them. It

is highly desirable that people see the end results of the work they have produced, either on their own or as a part of a

team.

Feedback

Everyone benefits from information on how they are doing and this helps roleholders feel motivated and contributes to

their development in the role.

Providing genuine feedback is primarily the responsibility of the line manager, and can built in to the formal working

relationship through e.g. regular one-to-one meetings to discuss work objectives.

The staff review and development appraisal procedure provides one important mechanism for nominated supervisors

to communicate and give feedback to staff members.

As well as information on the standard of their performance, the role holder will need to know what their particular

targets are and how they relate to the overall operation of the work unit and the University. This can be clarified to a

large extent through the PD33, the Model Appraisal Form PD25 and the Personal Development Plan PD26.

In most cases a role should provide the hole holder with an opportunity for interaction with other employees, who in

turn are important sources of feedback at many levels. Colleagues and customers should be encouraged to give

appropriate feedback, recognition and support to members of staff.

Participation in decision making

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Most people want to take part in decision making about matters that directly affect their work. As a result of

experience they also have considerable potential to contribute. People are, generally, far more likely to act upon and

own decisions that they have had a part in making. Being told about matters affecting people and the job they

undertake is clearly better than no communication at all, but it doesn't allow for effective involvement which in itself

can be motivational. Interchange of ideas is better still and unless people can participate in the discussion of matters

that affect their work, they may not be satisfied in their job, or contribute to their full potential. Participation and

contribution to wider-ranging issues can be encouraged through e.g. institutional meetings, specialist subject

discussions.

Recognition and support

People usually aspire to have jobs that contribute to self-respect, particularly through acceptance and recognition by

fellow workers and their supervisors. Jobs need to encourage sound working relationships between individuals, provide

clearly defined areas of responsibility and where possible, support teamworking. This can reduce an individual's feeling

of isolation, which may result in negative feelings about work and the workplace.

The particular results shown could be collected from a project group charged with designing/ redesigning a new/

existing facility in a company. The team could comprise members of management and supervision. At the design stage

no operatives had been recruited.

Considerable initial differences will be apparent in the opinions held by members of the team and considerable time

will need to be spent in elaboration and debate.

Working environment

A job must be designed to support a safe and healthy working environment that is inclusive, non-discriminatory, free

from harassment, occupational health and safety hazards.

Summary

The following questions may be useful to consider when designing a job:

  How suitable is the amount of variety in the position?

  How much responsibility is there in the position?

  How much opportunity does the position give for autonomy?

  To what extent are the duties and tasks to be performed ‘whole’ tasks?  

  How much feedback is provided about performance?

  How much opportunity is provided for participating in decisions?

  To what extent does the position provide for support and recognition?

  Is there a safe and healthy work environment?

The following checklist may also be helpful in the process of job design:

Does the position:

  Carry out tasks using a range of knowledge and skills?

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  Have clear objectives?

  Combine a variety of tasks which together form a coherent whole?

  Constitute a significant contribution to the total function of the organisation, which can be readily communicated

to the staff member?

  Provide problem solving opportunities, appropriate developmental growth potential and a reasonable degree of

challenge?

  Allow for an appropriate level of discretion and decision making by the roleholder?

  Optimise the utilisation of existing skills?

  Optimise potential for the acquisition of new skills which improve opportunities for career development?

  Incorporate working arrangements that provide for tasks covering a variety of subject matter, pace and method of

work, experience and training?

  Ensure in its design, the job is directly responsive to the needs of the organisation?

  Assure occupational health and safety and the well-being of the role holder within the design of the job?

 

Achieve physical and social integration with other positions and staff in the workplace?  Achieve neutrality in relation to assumptions about the sex, race or other possible discriminatory factors unless

this is needed by a particular job?

What is job design? 

"Job design is the process of deciding on the contents of a job in terms of its duties and responsibilities, on the methods

to be used in carrying out the job, in terms of techniques, systems and procedures, and on the relationships that should

exist between the job holder and his superior subordinates and colleagues."

Through job (re)design, organisations aim to improve productivity by offering challenge, reducing repetitive or

mechanistic elements and increasing responsibility levels through job design techniques: job enlargement, job

enrichment, job rotation and other non-monetary means.

Job design (also referred to as work design or task design) is the specification of contents, methods and relationship of

 jobs in order to satisfy technological and organizational requirements as well as the social and personal requirements

of the job holder. Its principles are geared towards how the nature of a person's job affects their attitudes and behavior

at work, particularly relating to characteristics such as skill variety and autonomy. The aim of a job design is to

improve job satisfaction, to improve through-put, to improve quality and to reduce employee problems (e.g.,

grievances, absenteeism).

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Core job dimensions[edit] 

1.  Skill variety  — This refers to the range of skills and activities necessary to complete the job. The more a person

is required to use a wide variety of skills, the more satisfying the job is likely to be.

2. 

Task identity  —  This dimension measures the degree to which the job requires completion of a whole and

identifiable piece of work. Employees who are involved in an activity from start to finish are usually more

satisfied.

3. 

Task significance — This looks at the impact and influence of a job. Jobs are more satisfying if people believe

that they make a difference, and are adding real value to colleagues, the organization, or the larger

community.

4.   Autonomy  — This describes the amount of individual choice and discretion involved in a job. More autonomy

leads to more satisfaction. For instance, a job is likely to be more satisfying if people are involved in making

decisions, instead of simply being told what to do.

5.  Feedback  —  This dimension measures the amount of information an employee receives about his or her

performance, and the extent to which he or she can see the impact of the work. The more people are toldabout their performance, the more interested they will be in doing a good job. So, sharing production figures,

customer satisfaction scores etc. can increase the feedback levels.

Critical psychological states[edit] 

The five core job dimensions listed above result in three different psychological states.

  Experienced meaningfulness of the work : The extent to which people believe that their job is meaningful, and that

their work is valued and appreciated (comes from core dimensions 1-3).

  Experienced responsibility for the outcomes of work : The extent to which people feel accountable for the results of

their work, and for the outcomes they have produced (comes from core dimension 4).

  Knowledge of the actual results of the work activity : The extent to which people know how well they are doing

(comes from core dimension 5).

Techniques of job design

Job rotation[edit] 

See also:  Job rotation 

 Job rotation is a job design method which is able to enhance motivation, develop workers' outlook, increase

productivity, improve the organization's performance on various levels by its multi-skilled workers, and provides new

opportunities to improve the attitude, thought, capabilities and skills of workers.[5]

 Job rotation is also process by which

employees laterally mobilize and serve their tasks in different organizational levels; when an individual experiences

different posts and responsibilities in an organization, ability increases to evaluate his capabilities in the organization.[6]

 

Job enlargement[edit] 

See also:  Job enlargement  

Hulin and Blood (1968)[7]

 define Job enlargement  as the process of allowing individual workers to determine their own

pace (within limits), to serve as their own inspectors by giving them responsibility for quality control, to repair their

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own mistakes, to be responsible for their own machine set-up and repair, and to attain choice of method. Frederick

Herzberg[8] referred to the addition of interrelated tasks as 'horizontal job loading'.

Job enrichment[edit] 

See also:  Job enrichment  

 Job enrichment  increases the employees’ autonomy over the planning and execution of their own work. Job

enrichment has the same motivational advantages of job enlargement, however it has the added benefit of granting

workers autonomy. Frederick Herzberg[9] viewed job enrichment as 'vertical job loading' because it also includes tasks

formerly performed by someone at a higher level where planning and control are involved.

Scientific management[edit] 

See also: Scientific management  

Under scientific management   people would be directed by reason and the problems of industrial unrest would be

appropriately (i.e., scientifically) addressed. This philosophy is oriented toward the maximum gains possible to

employees. Managers would guarantee that their subordinates would have access to the maximum of economic gains

by means of rationalized processes. Organizations were portrayed as rationalized sites, designed and managedaccording to a rule of rationality imported from the world of technique.[10] 

Job design is the allocation of specific work tasks to individuals and groups. Allocating jobs and tasks means specifying

the contents, method, and relationships of jobs to satisfy technological and organizational requirements, as well as the

personal needs of jobholders .

Key Elements of Job Design 

In order to better understand job design it is helpful to define some key elements and their relationship with job design

processes.

A task can be best defined as a piece of assigned work expected to be done within a certain time. It is important to

strictly and thoroughly identify tasks that need completion.

Motivation describes forces within the individual that account for the level, direction, and persistence of effort

expended at work. Individuals need to be compelled, excited, and passionate to do their work. Hence, it is essential to

design jobs that motivate employees.

Resource allocation occurs when organizations decide to appropriate orallocate certain resources to specific jobs, tasks,

or dilemmas facing the organization. Jobs need to be constructed so that efficiency of the worker or department is

maximized. Organizations need to use the resources andcreativity of their employees effectively and efficiently. In job

design it is necessary to identify and structure jobs in a way that the company's resources are being efficiently used.

Appropriate resource allocation allows large organizations to foster and develop innovation in their workforce.

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Reward systems also play a role in job design. Reward systems include compensation, bonuses, raises, job

security, benefits, and various other methods of reward for employees. An outline or description of reward packages

needs to be established while constructing jobs.

Taylorism 

Taylorism, also known as scientific management, is a foundation for systematic job design. Frederick Taylor developed

this theory in an effort to develop a "science" for every job within an organization according to the following principles:

Create a standard method for each job.

Successfully select and hire proper workers.

Effectively train these workers.

Support these workers.

The Socio-Technical Systems Approach 

The Socio-Technical Systems Approach is designed around the evolution from individual work to work-groups. This

approach has the following guiding principles:

The design of the organization must fit its goals. Employees must be actively involved in designing the structure of the organization.

Control of variances in production or service must be undertaken as close to their source as possible.

Subsystems must be designed around relatively self-contained and recognizable units of work.

Support systems must fit in with the design of the organization.

The design should allow for a high quality working life.

Changes should continue to be made as necessary to meet the changing environmental pressures.

Core Characteristics Model 

Another modern job design theory is the Core Characteristics Model, which maintains five important job elements that

motivate workers and performance:

skill variety

task identity

task significance

autonomy

 job feedback 

The individual elements are then proposed to lead to positive outcomes through three psychological states:

experienced meaningfulness

experienced responsibility 

knowledge of results

Psychological Empowerment Theory 

Psychological Empowerment Theory posits that there is a distinction between empowering practices and cognitive

motivational states. When a person is aware of the impact they are having, they benefit more than if they

cannot attributepositive impact to any of their actions.

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Overall Trend 

There are many more iterations of job design theory that have evolved, but one general trend can be identified among

them: There is a move towardsautonomous work teams and there is emphasis on the importance of meaning derived

from the individual.

Compensation

What employees receive for the work they perform at a company. What is expected in return for providing a

product or serviceAppears in these related concepts:

  Employee Involvement 

  Compensation's Link to Competitiveness 

  Benefit Management 

Scientific Management

a theory of management of the early 20th century that analyzed workflows in order to improve efficiency A

theory of management intended to maximize labor productivity and economic efficiency. Also known as

Taylorism, it was developed by Frederick Winslow Taylor in the 1880s and 1890s, and involved the rational

analysis of workflows. It attempted to adjust the time and motion of workers' activities so as to maximize their

efficiency. This theory was one of the earliest attempts to apply science to the engineering of processes, and to

management.

Appears in these related concepts:

  Education 

  Scientific Management: Taylor and the Gilbreths 

  The Transformed National Economy 

Systematic

Methodical, regular, and orderly. Carried out using a planned, ordered procedure.

Appears in these related concepts:

  Naming Brands 

  Vender Performance Measurement 

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  Define Objectives and Formulate Problem 

Taylorism

scientific management; a theory of management of the early 20th century that analyzed workflows in order to

improve efficiency Scientific management; a theory of management of the early 20th century that analyzed

workflows in order to improve efficiency.

Appears in these related concepts:

  Frederick Taylor 

  Scheduling Work 

  Faults with the Classical View 

allocate

To distribute according to a plan. To distribute according to a plan.

Appears in these related concepts:  Planning Defined 

  Depreciation 

  COGS Input 

attribute

A characteristic or quality of a thing. a characteristic or quality of a thing

Appears in these related concepts:

 

Features & Attributes 

  Management Requirements for Leading Change 

  Introduction to Industrial and Organizational Psychology 

autonomous

Self-governing. Governing independently. Acting on one's own or independently; of a child, acting without

being governed by parental or guardian rules.

Appears in these related concepts:

  The Federal Tax System 

  Stages of Team Development 

  Divisional Structure 

benefits

A benefit is a "general, indirect and non-cash compensation paid to an employee" that is offered to at least 80

per cent of the staff.

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Appears in these related concepts:

  Downward Communication 

  Speed of Innovation 

  Determine a Course 

characteristic

A distinguishable feature of a person or thing.

Appears in these related concepts:

  Personal Biases 

  SWOT Analysis 

  Core Characteristics Model 

cognitive

The part of mental functions that deals with logic, as opposed to affective which deals with emotions. The partof mental functions that deals with logic and memories, as opposed to affective which deals with emotions. the

part of mental function that deals with logic, as opposed to affective which deals with emotions The part of

mental functions that deals with logic, as opposed to affective functions which deal with emotion. the part of

mental functions that deals with logic, as opposed to affective functions which deal with emotions

Appears in these related concepts:

  Nonrational Decision Making 

  Defining Psychology 

 

Introduction to Educational and School Psychology 

control

A security mechanism, policy, or procedure that can counter system attack, reduce risks, and resolve

vulnerabilities, synonymous with safeguard and counter-measure. a separate group or subject in an experiment

against which the results are compared where the primary variable is low or nonexistenceInfluence or authority

over. A separate group or subject in an experiment against which the results are compared where the primary

variable is low or nonexistent.

Appears in these related concepts:

  Random Assignment of Subjects 

  Managing to Prevent Fraud 

  Fulfilling the Controlling Function 

core

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the most important part of a thing; the essence Describes dominant capitalist countries which exploit the

peripheral countries for labor and raw materials.

Appears in these related concepts:

  World-Systems Theory 

  ERG Theory: Alderfer 

  Porter's Competitive Strategies 

creativity

The quality or ability to create or invent something.

Appears in these related concepts:

  The Drive of an Entrepreneur 

  Fostering Innovation 

  Creativity 

efficiency

The extent to which a resource, such as electricity, is used for the intended purpose; the ratio of useful work to

energy expended. The extent to which time is well used for the intended task. Improved efficiency was a

principle goal of progressives, one they thought attainable by the application of scientific and rational thought

to social problems. The extent to which time is well used for the intended task.

Appears in these related concepts:

  Some Benefits of Teamwork 

 

Why Study Organizational Theory: an Overview 

  Productivity 

empowerment

The granting of political, social, or economic power to an individual or group. The process of supporting

another person or persons to claim personal power.

Appears in these related concepts:

  Instilling Accountability 

  Increasing Empowerment 

  Employee Responsibility 

feedback

Critical assessment on information produced Critical assessment on information produced. Critical assessment

of information produced. The receivers' verbal and nonverbal responses to a message, such as a nod for

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understanding (nonverbal), a raised eyebrow for being confused (nonverbal), or asking a question to clarify the

message (verbal). Critical assessment on information produced,

Appears in these related concepts:

  Role in Providing Feedback to Management 

  Responding to External Environment 

  Complaint Procedures 

goal

A desired result that one works to achieve. A result that one is attempting to achieve. a result that one is

attempting to achieve

Appears in these related concepts:

  Setting Objectives 

  Setting Goals 

 

Goal-Setting Theory group

a number of things or persons being in some relation to one another A number of things or persons being in

some relation to one another. A vertical column in the periodic table, which signifies the number of valence

shell electrons in an element's atom.

Appears in these related concepts:

  The Periodic Table 

 

Secondary Groups 

  Primary Groups 

groups

A number of things or persons who have some relationship to one another.A subset of a culture or of a society.

Appears in these related concepts:

  Time Pressure 

  Limitations of the Five Forces View 

  Differences Between Groups and Teams 

impact

a significant or strong influence; an effect A significant or strong influence; an effect.

Appears in these related concepts:

  Applying the Decision Tree 

  Types of Social Responsibility: Philanthropy 

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  Types of Social Responsibility: Sustainability 

innovation

The act of innovating; the introduction of something new, in customs, rites, and so on. The creation of better or

more effective products, processes, services, technologies, or ideas that are not readily available but will soon

be. A change in customs; something new and contrary to established customs, manners, or rites. As used here,

innovation describes an idea or product that is new to the company in question. The introduction of something

new; the development of an original idea.

Appears in these related concepts:

  Characteristics of Innovative Organizations 

  Cultural Lag 

  Innovation 

iterations

The act of repeating a process with the aim of approaching a desired goal, target, or result. Each repetition of

the process is also called an "iteration," and the results of one iteration are used as the starting point for the

next.

Appears in these related concepts:

  Leadership and Decision Making: Vroom-Jago 

  Promoting Ethical Behavior through the Planning Process 

management

The act of getting people together to accomplish desired goals and objectives using available resources

efficiently and effectively. administration; the process or practice of managing. administration; the process or

practice of managing Administration; the process or practice of managing.

Appears in these related concepts:

  Manufacturing 

  Differences and Commonalities Between Management and Leadership 

  Sensitivity to Human Relations 

motivation

Willingness of action, especially in behavior. The psychological feature that arouses an organism to action

toward a desired goal and elicits, controls, and sustains certain goal directed behaviors. Willingness to perform

an action, especially a behavior; an incentive or reason for doing something. Willingness of action especially in

behavior Motivation is the psychological feature that arouses an organism to action toward a desired goal and

elicits, controls, and sustains certain goal directed behaviors. An incentive or reason for doing something.

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Appears in these related concepts:

  Motivation 

  Introduction to Motivation 

  Managerial Perspective on Motivation 

need

something required

Appears in these related concepts:

  Attitudes Influence on Behavior 

  Enhancing Sender Skill 

  Acquired Needs Theory: McClelland 

organization

an entity, such as an institution or an association, that has a collective goal and is linked to an externalenvironment Organization is the way in which a writer lays out his argument. Better-organized arguments are

often more effective ones. the quality of being constituted of parts, each having a special function, act, office,

or relation; to systematize The way in which something is organized, such as a book or an article. A group of

people or other legal entities with an explicit purpose and written rules. The third stage of the perceptual

process, and the process by which we mentally arrange the information we've just attended to in order to

make sense of it; we turn it into meaningful and digestible patterns.

Appears in these related concepts:

 

General Organization of Somatosensory System 

  Reading Carefully and Closely 

  Types of Organizations 

productivity

Productivity is a measure of the efficiency of production and is defined as total output per one unit of a total

input. The rate at which goods or services are produced by a standard population of workers. A ratio of

production output to what is required to produce it (inputs). The state of being productive, fertile, or efficient;

the rate at which goods or services are produced by a standard population of workers. the rate at which goods

or services are produced by a standard population of workers. The rate at which products and services are

produced relative to a particular workforce.

Appears in these related concepts:

  Benefits of Innovation 

  Herzberg's Two-Factor Theory 

  Changing Worker Productivity 

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quality

the ability of a product or service to consistently meet or exceed customer requirements or expectations. the

degree to which a man-made object or system is free from bugs and flaws, as opposed to scope of functions or

quantity of items

Appears in these related concepts:

  Informative, Persuasive and Reminder Advertising 

  Quality Control 

  Product Quality 

responsibility

a duty, obligation or liability for which someone is held accountable

Appears in these related concepts:

 

Decentralizing Responsibility   Codes of Conduct 

  Social Responsibility Audits 

role

The expected behavior of an individual in a society.

Appears in these related concepts:

  Group Dynamics 

 

Mintzberg's Management Roles 

  Norms 

standards

Any norm, convention, or requirement.

Appears in these related concepts:

  Comparing Results and Standards 

  Taking Corrective Action 

  Setting Objectives and Standards 

stress

Emotional pressure suffered by a human being or other animal. A feeling of strain and pressure.Mental,

physical, or emotional strain due to a demand that exceeds the individual's coping ability. The internal

distribution of force per unit area (pressure) within a body reacting to applied forces which causes strain or

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deformation and is typically symbolized by σ. The internal distribution of force or pressure per unit area within

a body reacting to applied forces which causes strain or deformation.

Appears in these related concepts:

  Stress and Immunity 

  Reducing Stress 

  Maintaining Motivation 

structured

having structure; organized

Appears in these related concepts:

  Differences Between Strategic Planning at Small Versus Large Firms 

  Quality Control and Assurance, an Overview 

  Distractions 

support

To keep from falling.

Appears in these related concepts:

  Vision 

  Leadership, an Overview 

  Building Support 

team

Any group of people involved in the same activity, especially referring to sports and work.A team comprises a

group of people linked in a common purpose. Teams are especially appropriate for conducting tasks that are

high in complexity and have many interdependent subtasks.

Appears in these related concepts:

  Teams

  Defining a Team 

  Informal Groups

teams

Any group of people involved in the same activity, especially referring to sports and work.

Appears in these related concepts:

  Forecasts 

  Evaluate Alternatives 

  The Organization Chart 

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theory

a set of interrelated ideas that help make predictions and explain data A coherent statement or set of ideas

that explains observed facts or phenomena, or which sets out the laws and principles of something known or

observed; a hypothesis confirmed by observation, experiment. An explanation for patterns in nature that is

supported by scientific evidence and verified multiple times by various groups of researchers A coherent

statement or set of ideas that explains observed facts or phenomena, or which sets out the laws and principles

of something known or observed; a hypothesis confirmed by observation, experiment, etc. a well-substantiated

explanation of some aspect of the natural world based on knowledge that has been repeatedly confirmed

through observation and experimentation

Appears in these related concepts:

  Leadership Model: University of Michigan 

  Models, Theories, and Laws 

 

Psychology and the Scientific Method training

It is concerned with organizational activity aimed at bettering the performance of individuals and groups in

organizational settings. the activity of imparting and acquiring skills.

Appears in these related concepts:

  Economic Importance of Small Businesses

Job design means to decide the contents of a job. It fixes the duties and responsibilities of the job, the methods of

doing the job and the relationships between the job holder (manager) and his superiors, subordinates and colleagues.

Job design also gives information about the qualifications required for doing the job and the reward (financial and non-

financial benefits) for doing the job. Job design is mostly done for managers' jobs. While designing the job, the needs of

the organisation and the needs of the individual manager must be balanced. Needs of the organisation include high

productivity, quality of work, etc. Needs of individual managers include job satisfaction. That is, they want the job to be

interesting and challenging. Jobs must not be made highly specialised because they lead to boredom.

Job design is a very important function of  staffing. If the jobs are designed properly, then highly efficient managers will

 join the organisation. They will be motivated to improve the productivity and profitability of the organisation. However,

if the jobs are designed badly, then it will result in absenteeism, high labour turnover, conflicts, and other labour

problems.

8/11/2019 Job Desysewrty

http://slidepdf.com/reader/full/job-desysewrty 18/19

8/11/2019 Job Desysewrty

http://slidepdf.com/reader/full/job-desysewrty 19/19