Job design has evolved over time from early concepts like division of labor to more modern approaches. Adam Smith introduced division of labor while Fayol emphasized administration. Taylor introduced scientific management focusing on specialization, standardization, and simplification. Herzberg later introduced job enrichment to provide intrinsic motivation through responsibility, achievement, and growth. Job analysis involves understanding job content, requirements, and context to effectively design jobs. Common job design approaches include enrichment, enlargement, rotation, and flexibility. The goal is to optimize productivity and satisfaction through meaningful, well-structured work.

1. JOB DESIGN
JOB DESIGN

2. THROUGH THE HISTORY…….
 Adam Smith
 pioneer to introduce division of labor and specialization.
 Henry Fayol
 later introduced a new set of management principles based on primacy of administration.
 He laid stress on doing job in a scientific way.
 Fredrick W.Taylor
 introduced scientific management
 he emphasized that the work design must take into consideration specialization,
standardization and simplification to ensure optimum productivity.
 He emphasized that the job is divided into basic components and that one of the
components of job be assigned to a worker thereby achieving specialization.

3.  Peter Ducker
 stated that restrictive work rules “forbid workers moving from one job to
another, thus restricting them to narrow repetitive tasks.”
 Elton Mayo,
 proposed a behavioral approach to management that established
production and managerial efficiency through understanding of human
relations.
 Maslow
 identify the need hierarchy and formulated a motivational model based on
satisfaction of human needs in a systematic manner.
(This did not solve the problem and basic nature of the job remained static.)

4.  Herzberg introduced a concept of
work design.
 He concluded that workers were
happier on their jobs based on
intrinsic value of the job
itself(personal growth, higher
responsibility ,sense of achievement
and recognition).
 work motivation and higher
productivity can be achieved if
appropriate changes are incorporated
in the job design.
FREDERICK IRVING HERZBERG

5. Job enrichment
 properly defined job.
 given higher responsibility
for the accomplishment of
assigned
 This would bring
 sense of commitment
 increased work
performance,
 greater satisfaction
 a sense of achievement
Enhanced
responsibility
Greater control
over resources
•autonomy to the employees in
decision making.
Workers should be permitted
to manage their own time.
Greater freedom in adopting
methods and procedures

6. Job context
Social
setting
differences
Job content Job analysis Job design
Job
performance
Perceived job
content
Job
requirements
Individual
differences

7. Job analysis
Job context
Job content Job analysis
Job
requirements
•The purpose of job analysis is to
provide description of the job
•The result of job analysis is a job
description
•A Job analysis gathers and identifies
information about three aspects of all
jobs:
•Job content
•Job requirements
•Job context

8. Job Content
 Refers to the activities required of the job
 factors that define the general nature of a job
 Functional Job Analysis (FJA) describes job content
in terms of:
1. What the worker does in relation to data, people, and jobs?
2. What methods and techniques the worker uses?
3. What machines, tools, and equipment the worker uses?
4. What materials, products, subject matter, or services the
worker produces?

9. Job Requirements (1 of 2)
 Refer to education, experience, licenses,
and other personal characteristics an
individual needs to perform the job content
 Position analysis questionnaire
(PAQ), takes into account human
characteristics as well as task and
technological factors of jobs and job classes

10. The PAQ identifies and analyzes the following
job aspects:
1.Information sources
critical to job
performance
2.Information
processing and critical
decision making related
to job performance
3.Physical activity
and dexterity
related to the job
4. Interpersonal
relationships required for
the job
5. Reactions of
individuals to
working conditions

11. Job Context
 Job context refers to factors such as the:
 Physical demands and working conditions of the job
 Degree of accountability and responsibility
 Extent of supervision required or exercised
 Consequences of error
 Job context describes the environment
within which the job is to be performed

12. Job Analysis in Different Settings
Jobs in the Factory
 Specialization
 Motion and time study
 Work simplification
 Standard methods
Jobs in the New
Economy
 Human factors
 Technology
 Knowledge workers
 Team-based
 Broadly stated job
descriptions

13. Job range
Job depth
 Number of tasks a person is
expected to perform while
doing a job
 The more tasks required, the
greater the job range
 Degree of influence or
discretion that an individual
possesses to choose how a job
will be performed
Job Designs: The Results of Job Analysis

14. Mechanism of Job Design
Variety of task of
similar nature
Variety of tasks of
different nature
Few tasks of similar
nature
Few tasks of different
nature
No of
Tasks
Task complexity

15. Job design
JOB SIMPLIFICATION
JOB ENLARGEMENT
JOB ROTATION
JOB ENRICHMENT

16. JOB SIMPLIFICATION
 jobs are broken down into very small parts where a fragment called “task”
is repeatedly done over and over again by the same individual.
•ADVANTAGES
•Employee therefore is paid
higher rewards.
•the productivity is high.
•Achieves specialization.
•Training cost to the
organization is practically
negligible.
•DISADVANTAGES
• a worker is likely to get bored and
remain absent frequently.
•Quality and quantity may suffer in
the long run due to frustration.
•Organization may have to attract
workers by offering higher wages

17. JOB ENLARGEMENT
 Job Enlargement means where two or more simple tasks are
combined and allotted to an employee
 Eg: As in the case of vehicle driver, apart from driving he can undertake
the job of maintenance of the vehicle.
 Increases job range, but not depth
 Advantage :
 more variety in a job
 acquiring additional proficiency.
 Dissatisfaction of employees can not be avoided after a long period due
to boredom.

18. JOB ENRICHMENT
 The concept of job enrichment was
developed by Fredrik Herzberg in the
1950s.
 Job enrichment involves providing an
employee with more responsibility for a
job and challenges the individual‟s
skills at work.
 Enrichment involves increasing the
decision-making authority and
encouraging the employee with their
tasks.

20. FEATURES OF JOB ENRICHMENT
 The characteristics or features of job enrichment
are:-
 Nature of Job : Job enrichment is a vertical
expansion of the job.
 Objective : The objective of Job enrichment is to
make the job more lively and challenging.
 Positive Results : Job enrichment gives positive
results if the workers are highly skilled.
 Direction and Control : Job enrichment
encourages self-discipline.

21. ADVANTAGES
 The importance or merits or advantages of job enrichment are:-
 Job enrichment is useful to both the workers and the organization.
 The worker gets achievement, recognition and self-actualization.
 The worker gets a sense of belonging to the organization.
 The worker finds the job meaningful.
 Job enrichment reduces absenteeism, labour-turnover and grievances.
 It motivates the workers to give best performance.

22. LIMITATIONS
The shortcomings or demerits or limitations of job enrichment are:-
 In many cases, job enrichment does not give the expected results.
 It makes many changes in the job. So many workers oppose it.
 It has limited use for highly skilled managers and professionals.
 The consent of workers is not taken before implementing job enrichment.
 Managers force the workers to accept job enrichment, which is not good.

23. JOB ENRICHMENT OPTIONS
• Give people the opportunity to use a variety of
skills, and perform different kinds of work
Rotate Jobs
• Combine work activities to provide a more
challenging and complex work assignment.
Combine Tasks
• Break your typical functional lines and form
project-focused units.
Identify Project-
Focused Work Units
• This is job enrichment at the group level.Create Autonomous
Work Teams
• Allow team members to participate in decision
making and get involved in strategic planning.
Implement Participative
Management

24. Job Enrichment
Job Enrichment Job Enrichment + Job
Enlargement
Routine Job Job Enlargement
No. of Task
Focus of
Depth

25. JOB ROTATION
 Job rotation refers to a
technique where the
employee is periodically
rotated from one job to
another within the work
design.
 It involves moving
employees among different
jobs over a period of time

26.  1) Meaningfulness of work:
Skill variety:
Using an appropriate variety of your skills and talents:
 Task Identity:
Being able to identify with the work at hand as more whole and
complete,.
 Task Significance:
Being able to identify the task as contributing to something
wider, to society or a group over and beyond the self.
Characteristic of Job Rotation

27. 1.Variety of skills:
o improve and increase the skills of the employee due to
organization as well as the individual benefit.
2.Improves earning capacity:
o Due to job enlargement the person learns many new activities.
o such people apply for jobs to other companies and can bargain
for more salary.
3.Wide range of activities:
o Since a single employee handles multiple activities the
company can try and reduce the number of employee‟s.
Advantages of Job Rotation

28.  1. Frequent interruption:
o A person who is doing a particular job and get it comfortable
suddenly finds himself shifted to another job or department
this interrupts the work in both the departments
 2. Reduces uniformity in quality:
o when a new worker I shifted or rotated in the department, he
takes time to learn the new job, makes mistakes in the process
and affects the quality of the job.
Disadvantages of Job Rotation

29. Job design model
 Hackman and Oldham (1976)1 developed the Job
Diagnostic Survey (JDS) which provides
 measures for some job related variables. The study
provides certain guidelines and analysis
 of independent variables like core job
Characteristics, intervening factors based on
 psychological states of people and consideration of
dependant variable in terms of outcome
 that provides high intrinsic value to the worker. The

30. Job design model of Hackman & Oldham

31. The Hackman and Oldham Model of Job Design
 Skill variety
 different job activities involving several skills and talents.
 Task identity
 the completion of a whole, identifiable piece of work
 Task significance
 an important, positive impact on the lives of others
 Autonomy
 independence and discretion in making decisions.
 Feedback
 information about job performance
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32. Experienced Psychological States:
(Intervening Variables)
 1. Experienced Meaningfulness
 It is the extent to which the individual experiences and
perceives his work as meaningful ,valuable and worthwhile
 2. Experience Responsibility
 It is degree to which an individual feels fully responsible for
the job he is doing.
 3. Experience, Knowledge and Results of the Work
 In this psychological experience, individual perceives as to
how well he is working?.

33. MOTIVATION POTENTIAL SCORE
 This formula is used to measure the propensity of
each job to be motivating. It can be assessed by using
the following formula.

34. Managerial Implications for Job Design
 Based on core dimensions of the job and MPS score, it is
necessary to redesign each job so that workers are
intrinsically motivated to undertake the same
Forming natural work
units
Combine tasks
Establish client
identity
Expand job vertically
Feedback

35.  1.Forming natural work units:
 Though specialization involves division of work, yet formation of
„whole‟ job is important because it gives performer an identity and
association with completed work.
 The job must be identifiable and individual made responsible and
accountable with the job with appropriate authority.
 For example :an accountant in an office should be given an
independent job instead of flittering his energy on various trivial
jobs.
 This contributes towards the principle of task identity and task
significance.

36.  2. Combine tasks:
 Managers must view division of labour and specialization
scientifically.
 Attention must be paid to combine small jobs or part of job in
a whole job so that workers performing it, feel proud of
producing item and thus achieve task identity.
 Workers in automobile industry for example should be
assigned a job as a group so that they develop a sense of group
identity and achieve skill variety.

37.  3.Establish client identity:
 While producing product or creating services, worker does not
have direct contact with the user of product or services. If the
managers can achieve this contact, the workers will be able to
get a first hand feedback from the client regarding customer
choice.
 He may also be able to modify product or services as per the
requirement of the ultimate user and achieve autonomy and
develop skill variety while producing.
 This principle is very important and needs vision on the part of
managers.

38.  4.Expand job vertically:
 Taylor in his scientific management has suggested separation
 of planning and doing a job. This has led to workers doing a particular job which
 has been planned by the managers with very little or no involvement of workers.
 Planning, execution and control therefore, need to be unified and gap between
 doing and controlling needs to be reduced. This phenomenon is called “vertical
 loading”. In typical fractionalized organizations, responsibilities and control that
 formerly was reserved for higher level of management are now added to the job
 itself. This increases workers autonomy in performance of job. Expansion of the job
 can be achieved by workers by scheduling, work methods, quality controls,
 prioritizing the work, exercising financial controls and making appropriate
decisions
 within the parameter of work schedule. This will provide the worker the sense of
 „self worth‟ and intrinsic motivation that will lead to higher productivity.

39.  Feedback: Feedback is an important aspect of
employee performance assessment.
 Feedback about on-going work should be given to
the worker on line as he proceeds
 with the job. Negative feedback should be avoided
and given in the form of suggestion
 and be corrective in nature. Positive feedback is like
re-enforcement which builds
 up morale, positive attitude and propels individual to
higher performance

40. OPTIONS FOR JOB DESIGN
 1. Job Sharing
 two persons sharing one full time job with sharing rewards and
responsibility for its completion.
 This method is suitable for working mothers, doctors, and other
professionals who can gainfully utilize their available time.
 2. Telecommuting
 Use of computer in jobs.
 Eg: Jobs having financial implications like billing, accounting,
telemarketing, e-commerce, graphics, media can be done at home
for global organizations.
 This method is also known as flexi place.
 It isolates employee from team work and personal physical
supervision.
 Managers need attitude change to incorporate such system in
organizational setting.

41.  4. Compressed Work Week
 work hours can be compressed into five or even four days a week with long hours of daily work
with two or three days free at the week end.
 This system gives worker more leisure and higher productivity. Five days a week is a popular
concept in India. This system ensures less absenteeism, more time available for maintenance of
 machines & equipment.
 It suffers from a disadvantage of high fatigue and boredom due to extended work days.
 5. Quality Circles
 Quality circles is one of the recent concepts of group job design.
 It consists of a group of 7 – 10 employees from a unit or across units who have volunteered to
meet together regularly and analyse, make proposals about product quality, investigate causes
and suggest corrective actions. The recommendations of quality circles are later forwarded
tocoordinating or steering committee. Meetings of quality circles are held once in a week or
when need arises and are chaired by supervisors or any of the group members. Leaders are
encouraged for a high degree participation within the group. Group members are trained in
group communication skills, product quality and proble promotes a sense of belonging, boosts
employee morale, accords job security and develops„we‟ feeling among group members and
enrich organizational culture. m solving techniques. This concept

42. Flexitime
 This method allows workers more
freedom to select work schedule
within the general guidelines laid
down by the organization.
 Flextime stipulates that all
workers must be present during
the core time so that interpersonal
and inter departmental activities
can take place smoothly
 From the above figure it will be
seen that employees can choose
timings of work which are
convenient to them.
 Flexitime method is beneficial to
both as individual has freedom to
select own time of work and the
organization can attract talented
workers.

43. Quality of worklife
 Quality of work life refers to
high level of satisfaction an
employee enjoys by virtue of
job design.
 Quality of work life is
measured by factors
 job involvement,
 job satisfaction,
 competence,
 job performance
 productivity

44. JOB SATISFACTION
 Job satisfaction indicates the positive and affective
responses of employees to their job environment.
 More specifically, job satisfaction indicates employees
satisfaction with
 1. Nature of work they do.
 2. Quality of supervision they receive.
 3. Co-workers.
 4. Pay and
 5. Promotional opportunities. Job satisfaction is correlated to job
characteristics (skill, variety, autonomy etc) and to job involvement

45. SENSE OF COMPETENCE

46.  Competence involves knowledge, skill and ability.
When an individual attains competence he is more
involved in his job because he is intrinsically
motivated. By greater involvement the individual
achieves higher degree of competence. Hence greater
the involvement greater is competence. Thus
competence and involvement re-enforces each other.

47. Achieving Fairness
 Equity theory
 A theory stating that people assess how fairly they have been
treated according to two key factors: outcomes and inputs.
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48. Equity Theory
 Outcomes
 refer to the various things
the person receives on the
job: recognition, pay,
benefits, satisfaction,
security, job assignments,
and punishments
 Inputs
 refer to the contributions
the person makes to the
organization: effort, time,
talent, performance, extra
commitment, and good
citizenship
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49. Procedural Justice
 Procedural justice
 Using fair process in decision making and making sure others
know that the process was as fair as possible.
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50. Quality of Work Life
 Quality of work life (QWL) programs
 Programs designed to create a workplace that enhances
employee well-being.
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51. QWL Programs
1. Adequate and fair compensation
2. A safe and healthy environment
3. Jobs that develop human capacities
4. A chance for personal growth and security
5. A social environment that fosters personal identity,
freedom from prejudice, a sense of community, and
upward mobility
6. Constitutionalism, or the rights of personal privacy,
dissent, and due process
7. A work role that minimized infringement on personal
leisure and family needs
8. Socially responsible organizational actions
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52. Psychological Contracts
 Psychological contract
 A set of perceptions of
what employees owe their
employers, and what their
employers owe them.
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53. Allstate Employability Contract
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Table 13.2

54. Destination CEO: Nordstrom
 Cite examples of how
Nordstrom provides job
satisfaction to its
employees.
 Have you ever felt
empowered, only to
discover that you had no
influence on a decision?
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