Application of principles

An approach is advocated in which each situation is considered in relation to certain guiding principles.
Unique solutions are identified, tailored to the needs of both the organization and the individuals
concerned, both managers and workers.
Consideration is given to the particular context in which the work is to be undertaken. Economic factors
as well as social factors have to be considered. Existing management/ union agreements, custom and
practice, the aspirations and motivation of the workers as well as their skills and potential will affect the
solutions proposed.
The job design process
In this section we will consider ways in which the design criteria proposed in the previous sections can be
employed in the design process.
Attention will be given specifically to the psychological needs of workers and how they may be met. The
technical aspects of design in which the normal techniques of industrial engineering and organization and
methods are employed will not be considered here.
First Step
The first step in the design process is to specify the design principles to be applied in the particular
situation. This first step requires those responsible for the design to form a view about the
skills,
abilities,
needs and
motivation of job incumbents.
The simple questionnaire Characteristics of the Typical Employee PDF (available in the PDF version,)
can be used to elicit the views held by the members of the design team and help in formulating an
acceptable model of human behavior.
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.
Second Step
The next stage involved completing the questionnaire Ideal Job Characteristics of the Typical Employee
(contained in the PDF version of this article.) The result, should be, agreement over the principles to be
applied in the design of jobs and work organization in a particular situation.
Earlier we introduced the concept of minimum critical specification of jobs to tasks in the design of group
activity. This approach enables the group to make decisions about the methods and organization of work.
Along with this there should be an examination of sources of performance variation in the work system
and a questioning of who should be responsible for monitoring and regulating the system.
A process defects analysis can assist in this process. In carrying out this analysis the stages in the
process have to be identified initially. Then sources of variances are listed relating to each stage. The
relationships of sources of possible variances to problems at later stages in the process can be shown in
the matrix form. (Suggested pro forma is contained in the PDF version of this article.)
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.
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 control their 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
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.
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?
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.
[1]
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.
[2]
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).

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 told about 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[edit]
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 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 managed according to a rule of rationality
imported from the world of technique.
[10]

Human Relations School[edit]
See also: Human relations movement
The Human Relations School takes the view that businesses are social systems in which
psychological and emotional factors have a significant influence on productivity. The common
elements in human relations theory are the beliefs that
Performance can be improved by good human relations
Managers should consult employees in matters that affect staff
Leaders should be democratic rather than authoritarian
Employees are motivated by social and psychological rewards and are not just "economic
animals"
The work group plays an important part in influencing performance
[11]

Socio-technical systems[edit]
See also: Sociotechnical systems
Socio-technical systems aims on jointly optimizing the operation of the social and technical system;
the good or service would then be efficiently produced and psychological needs of the workers
fulfilled. Embedded in Socio-technical Systems are motivational assumptions, such as intrinsic and
extrinsic rewards.
[12]

Work reform[edit]
Work reform states about the workplace relation and the changes made which are more suitable to
management and employee to encourage increased workforce participation.
Motivational work design[edit]
The psychological literature on employee motivation contains considerable evidence that job design
can influence satisfaction, motivation and job performance. It influences them primarily because it
affects the relationship between the employee's expectancy that increased performance will lead to
rewards and the preference of different rewards for the individual.
[13]

Job design is the systematic and purposeful allocation of tasks
to individuals and groups within an organization.
KEY POINTS
Taylorism, or scientific management, is the original job design theory.
Itstresses standardization of tasks, and properly training workers to
administer the tasks for which they are responsible.
The Socio-Technical Systems Approach is a theory that maps the evolution
from individual work to work-groups. The organization itself is structured to
encourage group autonomy and productivity.
The Core Characteristics Model connects job characteristics to the
psychological states that the worker brings to the job. It emphasizes
designing jobs such that they lead to desired outcomes.


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.
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 systematicjob 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.
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 service
Appears 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
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.
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 part of 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

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 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
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.
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 external environment 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
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 deformation and is
typically symbolized by . 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
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




What is Job Design? Meaning


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.


Importance of Job Design


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.


1. Proper scope of job


The scope of the job should be proper. If the scope is narrow (less), then the job will not be challenging. It will not
give an opportunity for development. The manager will not get satisfaction after completing an easy job. If the scope
of the job is very wide, then the manager will not be able to handle it properly. This will cause stress, frustration and
loss of control. Therefore, scope of the job must be balanced and proper.


2. Full-time challenge of the job


The job should be so challenging that it takes up the full-time and effort of the manager. So, the service of the
manager must be fully utilised. If not, the manager will have a lot of free time. He will use this free time to interfere in
the work of his subordinates. This will cause problems and conflicts because subordinates do not like unnecessary
interference from their superiors.


3. Managerial skills


The skills of the manager should be considered before designing his job. All managers do not have equal skills. So
jobs should be designed after considering the skills of the manager. So, a manager having a high level of skill should
be given very challenging jobs while a manager having a low level of skill should be given fewer challenging jobs.
Jobs must be made flexible so that it can be changed according to the skills of the manager.


4. Organisation's requirements


Jobs must be designed according to the requirements of the organisation. We cannot use the same job design for all
organisations.


5. Individual likes and dislikes


People have different likes and dislikes. Some people like to work alone while some people prefer to work in groups.
Some people want to do only planningand decision making while other people like to implement these plans and
decision. So, individual likes and dislikes must be considered while designing the job.


6. Organisational structure


Organisational structure also affects the job design. Individual jobs must fit into the organisation's structure.


7. Technology


The level of technology used by the organisation also affects the job design. An organisation having a high level of
technology will have different job designs compared to an organisation having a low level of technology.