JOB DESIGN &

REDESIGN

JOB ?
A group of finite tasks to be performed and
duties to be fulfilled in order to achieve an
end result.

JOB DESIGN
is a conscious effort to organise tasks,
duties and responsibilities into a unit
of work to achieve a certain objective.

JOB REDESIGN
is a conscious effort to re-organise
tasks, duties and responsibilities into
a unit of work to satisfy both
technological
and
human
considerations simultaneously.

APPROACHES TO JOB
REDESIGN

Job-based approaches

Person-based approaches

Team-based approaches

Job-Based Approaches
Techniques
Specialisation
Job elements
Standardisation
Time and motion studies
Operations and production
Flow charts and Process
management (process
charts
identification, scheduling,
etc)

Person-Based Approaches
Job enlargement
Job enrichment
Job rotation

Techniques
Job Characteristics Model

Specialized to Enlarged Jobs

Job Enlargement = same-level activities
Job Enrichment = redesigning to experience

more responsibility, achievement, growth and

recognition
Job Rotation = moving from one job to another

JOB REDESIGN
Add new tasks

Rearrange
existing tasks in
the job

Include work
done before
the job

THE JOB
AND ITS
TASKS

Increase feedback
on performance

Add new
responsibility
Include
work done
after the job
Increase closure
of tasks

Eliminate
dissatisfying
tasks from job

Job Characteristics Model

Core Job
Characteristics
Skill Variety

Task Identity
Task
Significance

Critical Psych
States

Personal &
Work Outcomes

Experienced
meaningfulness
of the work

High internal
work motivation

Autonomy

Experienced
responsibility for
work outcomes

Job Feedback

Knowledge of
work results
Individual Differences

High quality work

performance
High satisfaction
with work
Low absenteeism
& turnover

Job Characteristics
Skill Variety

The extent to which the work requires several different

activities for successful completion.

Task Identity

The extent to which the job includes a whole

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

Task
Significance

The impact the job has on other people.

Autonomy

The extent of individual freedom and discretion in the

work and its scheduling.

Feedback

The amount of information received about how well or

how poorly one has performed.

Job Analysis What is it and how

is it used?
The procedure for determining the
duties and skill requirements of a job and the
kind of person who should be hired for it.

Types of Information Collected

Work
activities

Human
requirements

Human
behaviors
Information
Collected Via
Job Analysis

Job
context

Performance
standards

Machines, tools,
equipment, and
work aids

The Output of Job Analysis

Job description
A list of a jobs duties, responsibilities,
reporting relationships, working conditions,
and supervisory responsibilities
Job specifications
A list of a jobs human requirements, that
is, the requisite education, skills,
personality, and so on.

Uses of Job Analysis Information

Recruitment
and selection

Compensation

Information
Collected via
Job Analysis

Training

Performance
appraisal

Steps in Job Analysis

Steps in doing a job analysis:
1

Decide how youll use the information.

Review relevant background information.

Select representative positions.

Actually analyze the job.

Verify the job analysis information.

Develop a job description and job specification.

Collecting Job Analysis

Information
Methods for Collecting Job Analysis Information

Interviews

Questionnaires

Observations

Diaries/Logs

Methods of Collecting Job Analysis

Information: The Interview

Information sources

Advantages

Individual employees
Groups of employees
Supervisors with
knowledge of the job
Quick, direct way to
find overlooked
information.

Disadvantages

Distorted information

Interview formats
Structured
(Checklist)
Unstructured

Methods of Collecting Job Analysis

Information: Questionnaires

Information source

Have employees fill out

questionnaires to
describe their jobrelated duties and
responsibilities.

Questionnaire formats

Structured checklists
Opened-ended
questions

Advantages

Quick and efficient way

to gather information
from large numbers of
employees

Disadvantages

Expense and time

consumed in preparing
and testing the
questionnaire

Job Analysis Questionnaire for Developing Job Descriptions

Note: Use a
questionnaire like
this to interview job
incumbents, or have
them fill it out.

Job Analysis Questionnaire for Developing Job Descriptions (contd)

Example of Position/Job Description Intended for Use Online

Methods of Collecting Job Analysis

Information: Observation

Information source

Advantages

Observing and noting

the physical activities
of employees as they go
about their jobs.

Provides first-hand
information
Reduces distortion of
information

Disadvantages

Time consuming
Difficulty in capturing
entire job cycle
Of little use if job
involves a high level of
mental activity.

Methods of Collecting Job

Analysis Information: Participant
Diary/Logs

Information source

Advantages

Workers keep a
Produces a more complete
chronological diary/
picture of the job
log of what they do and
Employee participation
the time spent in each
activity.
Disadvantages
Distortion of information
Depends upon employees
to accurately recall their
activities

Writing Job Descriptions

A job description

A written statement of what the worker actually

does, how he or she does it, and what the jobs
working conditions are.

Sections of a typical job description

Job identification
Job summary
Responsibilities and duties
Authority of incumbent
Standards of performance
Working conditions

The Job Description

Job identification

Job title: name of job

Grade: where it fits in the hierarchy
Preparation date: when the description was written
Prepared by: who wrote the description

Job summary

Describes the general nature of the job

Lists the major functions or activities

The Job Description (contd)

Relationships

(chain of command)

Reports to: employees immediate

supervisor
Supervises: employees that the job
incumbent directly supervises
Works with: others with whom the job
holder will be expected to work and come
into contact with internally.
Outside the company: others with whom
the job holder is expected to work and
come into contact with externally.

E.g. of Relationships Statement

for Human Resource Director
Vice President
Employee Relations
Works with all
department
managers and
top
management

Human Resource
Director
Department
Secretary

Human Resource
Clerk

Test
Administrator

Labor Relations
Manager

Works with
employment
agencies,
recruiters, union
reps, govt.
agencies,
vendors

The Job Description (contd)

Responsibilities and duties

A listing of the jobs major responsibilities and duties

(essential functions)
Defines limits of jobholders decision-making authority,
direct supervision, and budgetary limitations.

The Job Description (contd)

Standards of performance and

working conditions

Lists the standards the employee is

expected to achieve under each of the
job descriptions main duties and
responsibilities.

Job Specifications

What human traits and experience are required to

do the job well?

Qualifications
Prior experience
Special training
Personality factors
Physical characteristics
Other attributes/qualities

Steps in Job Analysis

Clarify why you are collecting the information

Review relevant background information
Select representative positions
Conduct the analysis
Verify with the worker / supervisor / mgmt.
Develop a job description and job specification

The Job Analysis System

JOB
DESCRIPTION

SOURCES
OF DATA
JOB
DATA

METHODS OF
COLLECTING
DATA

HR
FUNCTIONS
JOB
SPECIFICATION

Considerations Employees have

about being involved in Job
Analysis
Lack of trust of consequences
Possible changes to job duties
Changes to pay
The same job title may have different
responsibilities and pay rates in different
departments

Job Analysis in a Jobless World

From specialized to
enlarged jobs
Managers are dejobbing their companies

De-Jobbing
De-jobbing is broadening the responsibilities
of the companys jobs, and encouraging
employees not to limit themselves to whats on
their job descriptions
is a result of the changes taking place in
business today.
http://www.indiainfoline.com/bisc/mdihr06.
html

Trends leading to De-Jobbing

Rapid product and
technological
changes

Competition

Global
Changes

Demographics

Competency-Based Job Analysis

Competencies

Demonstrable characteristics of a person that

enable performance of a job.

Competency-based job analysis

Describing a job in terms of the measurable,

observable,
behavioral
competencies
(knowledge, skills, and/or behaviors) an
employee must exhibit to do a job well.