HUMAN RESOURCE

MANAGEMENT
Course Details
• Unit-1 Introduction
• Unit-2 Human Resource Planning
• Unit-3 Job Analysis & Design
• Unit-4 Employee Recruitment & Selection
• Unit-5 Training & Development
• Unit-6 Performance Appraisal
• Unit-7 Rewards Management
• Unit-8 Employee Grievances & Disciplines
11/8/2020
7:24 PM
• Unit-9 Labor Relations & Labour Regulations in Nepal
UNIT -3
JOB ANALYSIS AND DESIGN
Job analysis – Concept
Terminology
Task
Job
Position &
Occupation
Purpose and methods of collecting job analysis information
Job analysis technique
Job description and job specification
Job design – Concept
Approaches and techniques
Scientific management,
11/8/2020 Hertzberg’s model,
7:25 PM
Job characteristics,
Socio-technical and team
 JOB ANALYSIS
Job analy sis forms an intensive, direct technique for identify ing the crucial
information regarding the job.
It is the proce ss use d to colle ct information about the duties, re spons ibilities,
necessary skills, outcomes and work environment of a particular job.

It is the systematic recording of

activities involved in a job.
It defines:

11/8/2020
7:25 PM It is the process of defining a job in terms of its component tasks or duties and the
knowledge or skills required to perform them.
 JOB ANALYSIS
Job analy sis involves the evaluation and analy sis of
a job, in terms of the tasks, responsibilities, skills,
tools, knowledge and ex pertise required to fulfill
the job requirement successfully.

These factors help determine the demands of the

specific job and the skills and abilities that the
em ploy ee must possess in order to com plete the job
successfully.

Job analysis aids in creating job descriptions,

selecting and recruiting em ploy ees, training and
development, conducting performance evaluations
etc.

Job analysis will help the firm to identify the

11/8/2020
7:25 PM perfect job for the individual, or the right individual
for a specific job that has special demands.
 JOB ANALYSIS
Job analysis will also help the HR managers

determine what compensation should be paid to the

em ploy ees, help in assessing gaps in training, and

can result in better policies to fulfill the overall

organizational goals.

There are a number of ways in which job analysis

can be done. This includes observing the individual

at work, conducting interviews (individual and

group), questionnaires, and using various logging

11/8/2020
7:25 PM
methods such as diaries and other records.
 JOB ANALYSIS
DeCenzo and Robbins
Job analy sis provides inform ation about jobs currently
being done and the knowledge, skills and abilities
that individuals need to perform the job adequately.

Werther and Davis

Job analysis systematically collects, evaluates
and organizes information about jobs.

Gary Dessler
Job analysis is the procedure and
determining the duties and skills
11/8/2020
7:25 PM requirements of a job and the kind of
person who should be hired for it.
 JOB ANALYSIS TERMINOLOGIES

11/8/2020
7:25 PM
 JOB ANALYSIS TERMINOLOGIES
Ta s k
It is distinct work activities which is carried out for a
distinct purpose. It is typically a unit of work that is a
set of activities needed to produce some result. E.g.
typing a letter, preparing a lecture etc.

Job
Job is a combine form of s imilar or closely related
tasks. It is a building block of the organizational
structure. It consists of a bundle of tasks or series of
tasks. Organizational and HR achieve goals by doing
jobs. Jobs are the s ource of employ ment. For example
the job of salesmen, technical assistants, computer
11/8/2020 programmers, etc.
7:25 PM
 JOB ANALYSIS TERMINOLOGIES
Position
It is one or more duties performed by a single person.
Every employ ee has a position in the organization.
There are at least as many positions as there are
w o r k e r s i n t h e o r g a n i z a t i o n . F o r e x a m p l e , t h e P. A . t o
Chairman receives visitors, takes dictation, operates
computer, answers queries, attends to complaints etc.
Another example of position and job: If a fast food
store has seven individuals working as cashiers, there
are seven positions associated with the one job of
c a s h i e r.

Occupation
Occupation is group of similar jobs. Also refer to jobs of
a general class-group of similar jobs with “Title”. These
o c c u p a t i o n a l t i t l e a l s o i n d i c a t e a p e rs o n ’s e x p e rt i s e l i e s
in. E.g. Banker, engineer, doctor, teacher, student
11/8/2020
7:25 PM
 JOB ANALYSIS TERMINOLOGIES

11/8/2020
7:25 PM
 JOB ANALYSIS TERMINOLOGIES

11/8/2020
7:25 PM
 JOB ANALYSIS COMPONENTS
Job
Description

Job
Specification
Job
Performance
Standards
Job
Evaluation
11/8/2020
7:25 PM
 JOB ANALYSIS COMPONENTS
Job
Description

The preparation of job description is necessary before a

Job requirements.
vacancy is advertised as it tells in brief the nature of a
Job contents.
job. In other words, it emphasizes the job requirements. Job duties and
• It is a written statement of what the jobholder does. responsibilities.
• It portray s job content, job environment and conditions Job profile.
of e m p loy ments.
• It describes job title, duties and responsibilities,
authority, accountabilities and job relationships.
• It is a profile of the job.
• It is an overall summary of job requirements.
• It should tell what is to be done, how it is done and
why.
11/8/2020
7:25 PM
 JOB ANALYSIS COMPONENTS
Job
Specification

Job specification is based on job description. It is a

written statement of qualifications traits, physical and
mental characteristics that an indiv idual must possess to Worker's requirement
perform the job duties and discharge responsibilities
effectively .
• It states person requirements.
• It specifies personal characteristics and qualifications
needed to perform the job .
• It identifies knowledge, skills and abilities needed to do
the job.
• It is a prof ile of human characte ristics nee de d for
performing the job.
11/8/2020
7:25 PM • It is an overall summary of worker requirements.
 JOB ANALYSIS COMPONENTS
Job
Performance
Standard
Performance standards describe the accepted level
of performance by an employ ee on the job. They are Job standards which are
made for quality results.
based on the position, not the individual.
• Job standards lay down standards for each job in terms
of quantity and quality.
• They are attainable as well as acceptable levels of job
performance.
• Standards are specific, measurable, achievable,
11/8/2020
7:25 PM realistic and time bound.
 JOB ANALYSIS COMPONENTS
Job
Evaluation

A job evaluation is a sy stematic way of determining the

value/worth of a job in relation to other jobs in an
Rating jobs/tasks which are
organization. It tries to make a sy stematic comparison already done.

between jobs to assess their relative worth for the

purpose of establishing a rational pay structure.
• It provides information about relative value of each job.
• It rates jobs to establish a wage structure.
• It is the outcomes of job analysis.
11/8/2020
7:25 PM
 JOB ANALYSIS PURPOSE
Develop job description, job specifications and job
performance standards.

Conduct job evaluation

Prepare human resource plan

Identify training and development needs.

Develop performance appraisal system

11/8/2020
7:25 PM Job design and redesign
 JOB ANALYSIS USES/BENEFITS/ADVANTAGES
• It he lps in proper placeme nt of e mploy ees by matching job
requirements and personnel case of units and misfits are
reduced.
• It helps to improve efficiency due to better placement and
frequently suggests method for improvements.
• It helps in improving the design of job and work methods. It
aids in analyzing work processes and work simplification.
• It provides a basis for manpower planning and for
intelligent recruitment and selection of personnel. It reveal
the nature and qualities of people required for a job.
• I t he l ps i n d ev e lo p in g t h e t ra i n i ng a n d d ev e lo p m e n t
p rograms fo r e mploy ees.
• It facilitates job evaluation and performance appraisal,
which are necessary for wage determination, for appraising
the working conditions and promotions and transfers.
• It facilitates matching of employ ee skills with job
requirements, job analy sis helps to improve job
satisfaction, motivation and morale of employ ees.
11/8/2020
Absenteeism and turnover of the personnel can be reduced.
7:25 PM • It assists management to proper allocation of authority and
responsibility by describing the duties of each job and the
interrelationships among jobs.
 JOB ANALYSIS INFORMATION
Jo b analy s is is the proce ss of colle cting information about jobs and the
characteristics of job holder by a responsible person in the HR. Depending
upon the nature and technicalities of the job, an organization may request
an outside trained expert to collect job information.

Job analy sis provides the following

information:
• Job identification which includes job
title.
• Significant characteristics of a job
i n c lu d i n g lo c a t io n , p hy si c a l s e t t i ng, u n i o n Outcomes
jurisdiction(authority), hazards/risk etc. Job description
• What the ty pical worker will do? Job specification
• What materials and equipments the Job evaluation
worker uses?
Job design
• Work performance.
• Required personnel attributes.
11/8/2020 • How the job are performed?
7:25 PM • Job relationship.
• Work activities and behaviours.
 JOB ANALYSIS INFORMATION
Jo b a na ly s is is sy st e ma t i c r e co r d i n g of ac t iv i t i e s i nvo lv e d i n a jo b a n d t he
qualifications needed to accomplish the job.
T h e st eps involved in co llecting jo b a na ly sis information a r e :

11/8/2020
7:25 PM
 JOB ANALYSIS INFORMATION
T he pur po se of jo b analy sis s hould be c lear ly und e r sto o d by
the analyst.
The purpose of job analysis information can be for:
• Human resource planning decisions
• Recruitment and selection decisions
• T raining a nd ma nagement d ev elopment d e cisions
• E m ploy ee co mpensation d e cisions

The specific positions in the organization structure needing

job analy sis should be selected for collection of
information. Representative jobs are selected.

11/8/2020
7:25 PM
 JOB ANALYSIS INFORMATION
The ty pes of information needed for job analysis should be

identified.

They can be:

• Work activities

• Worker activities

• Machines and materials used

• Job performance standards

• Job context

• Personal attributes
11/8/2020
7:25 PM
 JOB ANALYSIS INFORMATION
The ty pes of information needed for job analysis should be

identified.

They can be:

• Work activities

• Worker activities

• Machines and materials used

Work activities
Work activities are concerned with what the
• Job performance standards worker does. They can be:
Specific tasks or activities that are involved in
• Job context the job.
Procedures used to perform activities.
• Personal attributes Complexity of activities and their timing.
11/8/2020
7:25 PM
Personal responsibility for property, funds etc.
Hazards and discomforts of job.
 JOB ANALYSIS INFORMATION
The ty pes of information needed for job analysis should be

identified.

They can be:

• Work activities

• Worker activities

• Machines and materials used

Worker oriented activities
Worker oriented activities are concerned with how
• Job performance standards the job is performed. They can be:
 Nature of operation, motions such as handling,

• Job context lifting, walking, driving etc.

 Human behaviors required, such as
• Personal attributes communicating, sensing, decision making skills.
11/8/2020
7:25 PM
 JOB ANALYSIS INFORMATION
The ty pes of information needed for job analysis should be

identified.

They can be:

• Work activities

• Worker activities

• Machines and materials used

Machines and materials used
These are concerned with what the worker
• Job performance standards uses. They can be:
Types of machines, equipment and tools used.
• Job context Type of materials used, such as metal, plastic,
grain.
• Personal attributes Knowledge applied, such as accounting, legal.
11/8/2020
7:25 PM
Products made or services rendered.
 JOB ANALYSIS INFORMATION
The ty pes of information needed for job analysis should be

identified.

They can be:

• Work activities

• Worker activities

• Machines and materials used

Job performance standards
They are concerned with performance standards. They
• Job performance standards can be:
 Quantity standards for the job.

• Job context  Quality standards for the job.

 Time taken for the job.
• Personal attributes  Error analysis
11/8/2020
7:25 PM
 JOB ANALYSIS INFORMATION
The ty pes of information needed for job analysis should be

identified.

They can be:

• Work activities

• Worker activities

• Machines and materials used

Job context:
It is concerned with the job context such as:
• Job performance standards Physical working conditions, work schedule,
incentive (financial and nonfinancial), job
• Job context relationships (interactions with people and
organization), organizational context, social
• Personal attributes context.
11/8/2020
7:25 PM
 JOB ANALYSIS INFORMATION
The ty pes of information needed for job analysis should be

identified.

They can be:

• Work activities

• Worker activities

• Machines and materials used

They are concerned with the personal attributes needed
for the job. They can be:
• Job performance standards  Education, training, special skills required.
 Work experience needed.

• Job context  Aptitude and social skills.

 Physical strength and attributes.
• Personal attributes
11/8/2020
7:25 PM
 JOB ANALYSIS INFORMATION
The sources for collecting information should be identified.
They can be:
• E m ploy ees
• Supervisors
• Independent experts
• Job review committee
• Non human sources
• Existing job description and specifications.
• Equipment maintenance records.
• Blue prints of equipment and architectural designs of
work areas.
• Films of worker on the job.
• Training manuals.
• Published literature on job analysis.
11/8/2020
7:25 PM
 JOB ANALYSIS INFORMATION
Various methods are available for collecting information for
job analysis. They can be:
• Observation method
• Interview method
• Questionnaire method
• Diary method
• Technical conference method

11/8/2020 The ne e de d information is co lle cte d and proce ss e d. It is

7:25 PM
checked for accuracy.
 JOB ANALYSIS TECHNIQUES
Job analysis, is the process of determining and recording all the relevant
in formation a b out a sp ecific jo b, in c luding t h e t a s ks involved, t h e k n owledge
and skill set required to perform the job, the responsibilities attached to the job
and the abilities required to perform the job successfully.

11/8/2020
7:25 PM
 JOB ANALYSIS TECHNIQUES
a. Functional Job Analysis Technique:
Functional job analy sis method describes the nature
of jobs in terms of people, data and the things.
e.g. A computer operator analy ses data according to
defined proce dures and schedules (data),
supervises the work of subordinates (people) and
handles computer related problems within specified
areas of authority and responsibility (things).

It prepares job summaries, job descriptions and job

sp ecification. T h is t e chnique wa s d ev eloped by t h e U n ited
St ates T ra ining a n d E m ploy ment S er vice in U S. At tention is
directed to four aspects of each job.
• Worker Functions
• Worker Fields
11/8/2020
7:25 PM
• Worker Products
• Worker Traits
 JOB ANALYSIS TECHNIQUES
a. Functional Job Analysis Technique:

B e t ter u n derstanding of t h e e m p loy ee a n d t h e ro le

a r e p o s i t i v e b e n e f i t s o f FJ A , b u t i t c a n b e h a r d e r t o
standardize the analysis across an organization due
to the emphasis on qualitative rather than
quantitative methods.

Worker Functions: What the worker does in relation to data, people and jobs.

 Worker Fields: What methods and techniques the worker uses along with machine, tools and
equipment.
 Worker Products: What the worker produces? They can be raw material, finished products,
services etc.
11/8/2020
7:25 PM  Worker Traits: What traits are needed in workers, such as training, aptitudes/ability, interests,
temperament/nature etc.
 JOB ANALYSIS TECHNIQUES
b. Management position description questionnaire:
This technique is specially designed to analyze
managerial positions. While using this technique,
the job analy sts use a checklist containing 197 job
factors related to the concerns and responsibilities
o f a m a n a g e r. A s t a t i s t i c a l a n a l y s i s o n j o b f a c t o r s
will be conducted to find the different job factors
r e l a t i n g t o t h e p o s i t i o n o f t h e i n d i v i d u a l m a n a g e r.

11/8/2020
7:25 PM
197 Job Factors
 JOB ANALYSIS TECHNIQUES
b. Management position description questionnaire:

The condensed form of 197 job factors are broadly

r e lated to t h e fo llowing a c tivities of m a nagers.

 Product, market and financial planning

 Co-ordination of other organizational units and
personnel
 Internal business control
 Product and service responsibility  Approval of financial commitments
 Public and customer relations  Staff service
 Advanced consulting  Supervision
 Autonomy of action  Complexity and stress
 Advanced financial responsibility
 Broad personnel/HR responsibility
11/8/2020
7:25 PM
After collecting information on the above job factors, an individual job
description and specification will be prepared.
 JOB ANALYSIS TECHNIQUES
c. Method Analysis:
This technique is originally d ev e lo p e d from
industrial e ngine ering w hich prov ides a des cription
of how to do the job efficiently and effectively . It
is applicable to non-managerial jobs. The body
move ments and proce dural ste ps use d to pe rform
jobs are recorded. It is widely used in
organizations where human labour carry repetitive
and routine tasks.
Methods analysis studies motion at work. They can be:
Balancing movements of two hands.
Opposite and symmetrical directions of hand.
Reduction of muscular efforts.
Doing productive work without idle time.
Location and position of tools and materials for grasping.
11/8/2020 Illumination, height, space arrangements at work.
7:25 PM

Method analysis aims at accuracy and efficiency in doing job.

 JOB ANALYSIS TECHNIQUES
c. Method Analysis:

This method is widely used in organizations that

rely heav ily on human labour to carry out
repetitive and routine tasks accurately and
e f f icie ntly . Similarly , in the proce ss of work
process re-engineering there is wide use of
method analy sis. In this case, flow chart will be
use to describe sequence of work activities and
movement of operators to finish certain jobs. In a
manufacturing industry such flow chart is used to
11/8/2020 track the progress of material from machine to
7:25 PM
machine.
 JOB ANALYSIS TECHNIQUES
d. The Hay Plan:

Hay plan is the method of job analy sis which collects

information regarding nature and scope of position
at managerial and executiv e jobs. It is difficult to
specify their duties and responsibilities. They have
to work on the broad areas of accountability
objectives such as, organization management,
strategic planning, tactical planning, execution and
directing the attainment of objectives and review
and control.

This method specifies each job in terms of its function, nature,

11/8/2020 managerial relationship, technical aspects, knowledge required for
7:25 PM solving problem, need of control and supervision at job, etc.
 JOB ANALYSIS TECHNIQUES
d. The Hay Plan:
The Hay Plan is based on an interview between job
analysts and the person in the job. The main
purposes of analy zing jobs included: Planning for
management development, recruitment, selection
and placement decisions, job evaluation and
organization analysis.

Information collected will be used to The information is collected about:

prepare job description, specification and Objectives of the job.
job evaluation of managerial positions. The Dimensions of the jobs.
result of Hay Plan can be compared to with Nature and scope of managerial position.
the other organizations in order to establish Accountability
external pay equity. Supporting staff needs.
11/8/2020 Nature of problem solving required.
7:25 PM
Technical, managerial and human relationships required.
Nature of control and supervisory requirements.
JOB ANALYSIS TECHNIQUES
These techniques focuses on the behavior or personal traits of the
employees desired in job. In this method, personal characteristics,
abilities and potentialities of persons desired to fit at job are
analyzed. There are different techniques under behavior focused
techniques which primarily specify person oriented content of jobs.
Some common behavior focused techniques to analyze the job are:
a. Position Analysis Questionnaire (PAQ)
b. Physical abilities analysis (PAA)
c. Critical Incident Technique
d. Guidelines-oriented job analysis (GOJA)

11/8/2020 7:25 PM
JOB ANALYSIS TECHNIQUES
a. Position Analysis Questionnaire
In this method questionnaire is used as an instrument to collect information
regarding job position. It is highly specialized instrument used for analyzing
job in terms of employee activities. This method focuses human
characteristics, tasks and technological factors. PAQ contains 194 job
dimensions and it has been used to analyze hundreds of job held by
thousands of people. The main duty of the job analyst is to find the personal
or behavioral requirements for performing a job. To aid an understanding of
the concept of PAQ, 194 job items are categorized into following 5 job
dimensions in which individuals jobs differ personally or behaviorally.

• Job dimension relating to decision making/communication/social responsibilities.

• Job dimension relating to performing skilled activities.
• Job dimension relating to physical activities/environment conditions.
• Job dimension relating to operating vehicles/equipment.
• Job dimension relating to information processing.
The information is collected through using a position questionnaire and is finally
used to make an individual job description and job specification. This
technique is most often used to analyze managerial jobs.
11/8/2020 7:25 PM
JOB ANALYSIS TECHNIQUES
b. Physical abilities analysis

This technique is used to analyze the physical abilities/strengths required by job-

holders to perform the jobs.

• Ability required to exert muscular force repeatedly or continuously.

• Resistance strength to trunk muscle.

• Strength needed to lift, press and pull external exerts.

• Ability to maintain balance in either an unstable position or when opposing

forces are pulling.

These strengths/abilities a required to perform manual or non-managerial jobs in the organization.

11/8/2020 7:25 PM
JOB ANALYSIS TECHNIQUES
c. Critical Incident Techniques
This technique focuses on work being done. This consists of collecting
written description of effective or ineffective worker behavior in
critical work situations. They are termed as critical incidents. The
critical incidents are categorized and analyzed to get a picture of
actual job requirements.
Used to analyze jobs, this technique identifies the critical incidents that
occurred during last six to twelve months in a particular job. These
incidents might be desirable or undesirable examples of personal
behavior on a particular job. However behaviors may cause effective
or ineffective performance of employees on the jobs.
This technique collects the information regarding:
What led to the incident?
What exactly the employee did?
What are the perceived consequences of the employee's behavior?
Whether or not, these consequences were within the control of the employee?
This techniques provides valuable insights into job dynamics. However, it is consuming and focused
on unusual worker behavior. 11/8/2020 7:25 PM
JOB ANALYSIS TECHNIQUES
d. Guidelines-oriented job analysis
As its name implies, GOJA techniques analyses jobs after the completion
of the following steps:
Step -1 : Listing the job domains of the incumbent: specify job related
duties of a particular person.
Step -2 : List the important or critical duties typically requiring person to
perform in a job.
Step-3: Determine how frequently these critical duties are required to be
performed and their importance to performing the job.
Step-4: Determine requisite skills and knowledge required to perform
duties.
Step-5: Determine physical characteristics required by job incumbents to
perform those duties.
Step-6: Describe other characteristics required to perform job duties.
Information received from the job analysis using GOJA technique is useful in developing job
description.
11/8/2020 7:25 PM
JOB DESCRIPTION
Job analysis is use in developing job description.

It indicates the tasks, duties and responsibilities of a job.

It identifies what is done, why it is done, where it is done, and

briefly how it is done.

It accurately portray job contents, environment and conditions

of employment.

In other words, job description is a list of job duties,

responsibilities, reporting relationship, working conditions

and supervisory responsibilities.

11/8/2020 7:25 PM
JOB DESCRIPTION
Job description contains the following information:

• Title of the job, level of the job: This identifies the job.

• Location of the job: Department, physical location.

• Relationships: Responsible to and responsible for.

• Job summary: Describes general nature of the job.

• Duties and responsibilities: What the employee does.

• Authority: Right to make decisions and give orders to subordinates.

• Accountabilities: Answerability for standards of performance.

• Organizational Interaction: Both inside and outside the organization.

11/8/2020 7:25 PM
JOB SPECIFICATION
It is an overall written summary of worker requirements. It is a profile of human characteristics needed for
performing the job. It states what kind of people should be hired for the job.
It is a statement of personal characteristics or qualifications needed to perform the job. It states the
minimum acceptable qualifications that the job holder must possess to perform the job. It identifies the
knowledge, skills and abilities needed to get the job done effectively.

Job specification contains the following information:

• Education and training: Years of schooling, type of training.
• Experience: Previous job experience in terms of years and nature of
organization.
• Physical health: Good health, emotional stability.
• Skills: Communication, computer, driving, report writing etc.
• Abilities: They can be physical (strength) and mental (Judgment/initiative,
decision making).
• Maturity: Capacity to assume increased responsibilities.
11/8/2020 7:25 PM
JOB EVALUATION(VALUE/WORTH OF A JOB)
Job analysis provides valuable information for carrying out job evaluation. It makes comparison of jobs
possible.
It specifies the relative value of each job in the organization. It ranks all jobs in a hierarchy. It rates the jobs. It
does not rate the employees. It is based on job description, job specification and job standards.

Purposes of job evaluation

• It helps to establish a systematic and formal structure of jobs based
on their worth to the organization.
• It provides basis for developing a
compensation package.
• It is important for compensation management.
• It serves as the basis for fixing a fair and
equitable salary and wage structure.
It comply with labour legislation.
11/8/2020 7:25 PM
JOB DESIGN
There are different activities that are to be performed to achieve organizational goals. Activities maybe of
different types and nature requiring different skills to perform it. So, to perform the activities smoothly, it
should be organized or managed. The process of organizing and managing activities can be known as
job design.

Job design specifies the content of job and the methods of doing
the job.
It is the process determining specific tasks to be included in a job
and the methods of performing those task.
It organizes task into a job.
Job design integrates job content and the methods of doing the job.
The key to successful job design lies in balancing the needs of the
organization and the employees.

11/8/2020 7:25 PM
JOB DESIGN
• DeCenzo and Robbins
Job design is the way in which job tasks are organized into a unit of work.

• Byars and Rue

Job design is the process of structuring work and designating the specific work activities of an individual or
group of individuals to achieve certain organizational objectives.

Job design is the overall structure of the job, that explains

about the nature of job, contents of the job, skills
required to perform the job, method of performing the
job, so that organizational and technological
requirements as well as psychological and social
requirements of the job holder will be fulfilled.

11/8/2020 7:25 PM
JOB DESIGN
• Job design is a step that follows job analysis and is the process in which the work is structured, and specific
tasks and responsibilities are designated to individuals or groups.
• Job design dictates the manner in which work tasks are arranged, to arrive at the maximum efficiency and
optimal outcomes.
• There are a number of components of job design, including; job scope – various tasks to be performed and
responsibilities to be taken on, and job depth – the autonomy that the employee enjoys in taking ownership
and responsibility of their work.
• A good job design will take into consideration the performance goals that need to be fulfilled and the skills
and capabilities required in an employee.
• Other aspects of job design include job enlargement, job rotation and job enrichment.
• Job enlargement is done when the amount and variety of work that needs to be completed is increased,
which will in turn provide workers with opportunities to learn and develop further.
• Job rotation will allow workers to change jobs and to become proficient in a number of job roles.
• Job enrichment is when the employee is given more opportunities for higher achievement and responsibility
and is used as a way to motivate employees and improve job satisfaction.
11/8/2020 7:25 PM
JOB DESIGN STEPS

Specification of individual tasks.

A task is a distinct work activity. It is contents of job. Individual tasks are specified.

Combination of task into jobs.

Tasks are assigned to individual as jobs. Closely related tasks are combined into job.

Specification of methods.
Methods or performing each task are specified.

11/8/2020 7:25 PM
JOB DESIGN
Job design affects productivity, costs, quality and effectiveness of the organization.
It also affects the motivation and job satisfaction of employees.
Poorly designed jobs lead to poor productivity, employee turnover, absenteeism, grievances, stress, conflict
and indiscipline.
Labour relations are also affected by job design.
*Job design must change according to time, people

and environment.

*It should balance the needs of the organization

and the employee.

*Job factors, organizational factors, environmental

factors and behavioral factors should be

considered in job design.

11/8/2020 7:25 PM
BENEFITS OF JOB DESIGN
Organization Design
Job design is an essential element for organization design. The structure of organization is based on job
design.
Need Balancing
Job design balances the needs of the organization with the needs of the individual employee. This facilitates
achievement of organizational goals.
Human Resource Acquisition
Job design is the basis for conducting job analysis. The contents of job are needed to prepare job description.
The method of doing the job are needed to prepare job specifications. They facilitate acquisition function.

Motivation
Job design can enrich the jobs to make them interesting and challenging to motivate employees. Higher
motivation leads to higher productivity. Jo b satisfaction also increase.

11/8/2020 7:25 PM
BENEFITS OF JOB DESIGN
Person-Job Fit
Job design considers individual differences of employees in terms of knowledge, skills and abilities. This
facilitates person-job fit. Job design can be changed according to changes in time, behavior of people,
environment and technology.

Harmonious Labour Relations

Properly designed jobs promote harmonious labour relations. Poorly designed jobs lead to grievances,
indiscipline, employee turnover, absenteeism and conflicts.

Better quality of Work Life

Job design can lead to improvements in quality of work life. Procedures that make the jobs more rewarding
can be considered in job design. This improves physical and mental well-being of the employees at work
place. The quality of relationships between employees and their total working environmental improves.

11/8/2020 7:25 PM
11/8/2020 7:25 PM
METHODS/APPROACHES/TECHNIQUES OF JOB DESIGN

Scientific
Management Herzberg’s
Method Method

Work Team
Job Method
Characteristics Open Socio-
Method technical
Method
11/8/2020 7:25 PM
METHODS/APPROACHES/TECHNIQUES OF JOB DESIGN
• First approach to the study of job design which was popularized during early Scientific
1900.
• FW Taylor, the chief proponent of job specialization, argued that jobs should be Management
scientifically studied, broken down into small components tasks and then
standardized across all workers doing the jobs.
Method
• His view was consistent with the premises of division of labour as discussed by
Adam Smith and Charles Babbage.
• It aims at replacement of traditional techniques by scientific techniques.

Jobs are designed first, then people are found to fit the job. It advocates job-people fit.

Principles of Scientific Management Approach:

Replacement of old rule of thumb method.
Scientific selection and training of workers.
Cooperation between labour and management.
Maximum output (management and worker should try to maximize it.)
Equal division of responsibility (management + worker)
11/8/2020 7:25 PM
METHODS/APPROACHES/TECHNIQUES OF JOB DESIGN

Taylor’s contribution has two dimensions: Scientific

Management
Method

Mechanical Philosophical

Taylor introduced time and Develop the science of

motion studies, standardization of management based on scientific
tools, methods and working investigation and experiment.
conditions differential piece rate
for the payment of wages etc.
11/8/2020 7:25 PM
METHODS/APPROACHES/TECHNIQUES OF JOB DESIGN
Taylor’s Contributions Scientific
• Scientific task setting (work simplification promotes efficiency through Management
specialization) Method
• Mental revolution
• Economy through reducing wastages
• Scientific recruiting and training
• Differential payment (piece rate system)

Criticism of Scientific Management

• Overspecialization results in boredom. Boredom results in fatigue and high labour turnover.
• Employees feel monotony. They feel alienated/separated. Human aspect is neglected.
• Routinize mechanical pacing provides little opportunity of interaction.
• It is mainly applicable to labour intensive jobs and assembly line jobs.
11/8/2020 7:25 PM
METHODS/APPROACHES/TECHNIQUES OF JOB DESIGN
• Herzberg’s method is developed by Frederick Herzberg.
Herzberg’s
• It is job enrichment method of job design.
• It adds new sources of satisfaction to jobs.
Method
• Jobs are made challenges and meaningful by increasing responsibility, autonomy and growth opportunities.
• More planning and control responsibilities are added to the job with less supervision.
• Workers get autonomy in planning and controlling their performance.

Principles of Herzberg’s Method:

Direct feedback Client relationship New
learning Scheduling Unique expertise
Control over resources Direct communication
Personal accountability
11/8/2020 7:25 PM
METHODS/APPROACHES/TECHNIQUES OF JOB DESIGN

Job Enrichment (JE) Herzberg’s

• Designing enriched jobs simply means adding a few more motivators Method
to a job to make it more rewarding.

• A job is called enriched when the nature of the job is exciting,

challenging and creative.

• In other words, it gives the job holders more power, autonomy and

intrinsic rewards.

• It calls for decentralization of decision making rights to each

individual, over areas that directly affect his task functions.

11/8/2020 7:25 PM
METHODS/APPROACHES/TECHNIQUES OF JOB DESIGN
Steps in job enrichment:
• Select jobs which are suitable for enrichment. Identify changes needed. Herzberg’s
• Change contents of the job to provide autonomy, control, responsibility, Method
achievement, advancement.
• Train and guide employees.

• Integrate enriched jobs into work schedule.

Job enrichment techniques:

• Specific tasks: New and difficult

• Job scope: Add variety to tasks by increasing job scope.

• Assign natural work unit: Give an employee complete work unit such as division, dept, profit center.

• Self-set standards: Allow employees to set targets for performance.

• Minimum control: Provide greater job freedom and give responsibility to correct performance.

• Employee accountability: Make employee accountable for own performance.

• Feedback: Provide feedback to employees about performance.

11/8/2020 7:25 PM
METHODS/APPROACHES/TECHNIQUES OF JOB DESIGN

Advantages of Herzberg’s Method Herzberg’s

• It leads to increased motivation and job satisfaction. Method
• It satisfies higher level needs of the employees. Job outcomes improve.

• It stimulates improvements in other areas of the organization.

• It empowers employees. It provide feedback to correct performance.

• It leads to reduced turnover and lower absenteeism. Employees

development is facilitated.

11/8/2020 7:25 PM
METHODS/APPROACHES/TECHNIQUES OF JOB DESIGN
Disadvantages of Herzberg’s Method
Herzberg’s
Unions resist job enrichment. Employees may refuse to accept
•
Method
enriched jobs with new responsibilities.

• The costs of design and implementation are high for job enrichment.

Training costs can be high.

• It only focuses on the job and ignores other variables that contribute to

quality of work life.

• Managers may be unwilling to delegate authority. Supportive work

environment may be lacking.

• Job enrichment is situation specific. 11/8/2020 7:25 PM

METHODS/APPROACHES/TECHNIQUES OF JOB DESIGN
• This approach is formulated by Hackman and Oldhma in 1980. Job
• This method states that specific job characteristics affect job design. Characteristics
Method
This model explains in detail how managers can make job more interesting and motivating.

Their model also describes the likely personal and organizational outcomes that will result from enriched and

enlarged jobs.

At the foundation of this model lie three critical psychological states of workers. These states basically

determine the extent to which the characteristics of the job affect and enhance the employees responses to

the job itself. There three states are:

Experienced meaningfulness Experienced responsibility to work outcomes Knowledge of result

11/8/2020 7:25 PM
METHODS/APPROACHES/TECHNIQUES OF JOB DESIGN
It has identified five core characteristics: Job
Skill Variety: Use of different skills and abilities. Characteristics
Task Identity: Doing the whole piece of work with a visible outcomes of mind.
Method
Task Significance: Work has meaning. It is worthwhile doing.

Autonomy: Responsibility for work.

Feedback: Information on performance.

Existence of the first three dimensions in the job (skill variety, task identify and task significance) results in

greater employee motivation.

Autonomy results in high quality performance.

Feedback indicates outcomes.

11/8/2020 7:25 PM
METHODS/APPROACHES/TECHNIQUES OF JOB DESIGN

• The emphasis of scientific management, Herzberg’s motivation-hygiene

Open Socio
Technical
and job characteristics approach is on designing jobs for the satisfaction
Method
of individual employees.

• The socio technical systems approach, on the other hand, is useful to design jobs to satisfy team or group of

employees.

• This method to job design considers both the job oriented technical

system and the accompanying social system.

11/8/2020 7:25 PM
METHODS/APPROACHES/TECHNIQUES OF JOB DESIGN

• This model focuses on organizations as made up of people with various

Open Socio
Technical
competencies (the social system) who use tools machines and techniques
Method
(the technical system) to create goods or services valued by customers and stakeholders.

• It mergers the technical needs of the organization with the social needs of the employees.

• This approach restructure jobs, relationships and technologies to do jobs which brings radical changes in

work environment.

This is a system approach to job design which considers:

Nature of the job performed (technical system)
Role of employees and their needs (social system)

11/8/2020 7:25 PM
METHODS/APPROACHES/TECHNIQUES OF JOB DESIGN

The open socio technical method uses the following guidelines in

Open Socio
Technical
designing jobs.
Method
A job should be demanding for the individual. It should provide variety.

Employees should continuously learn on the job.

Employees need autonomy in work related decision making.

Employees need social support and recognition in the work place.

Employees should be able to relate the jobs to their social lives.

Employees should believe that jobs will lead to desirable future

in terms of rewards.

11/8/2020 7:25 PM
METHODS/APPROACHES/TECHNIQUES OF JOB DESIGN
• Work teams are a group of employees who are self directed with widely
Work Team
defined jobs and responsibilities to achieve specific goal.
• They solve problems, implement solutions and take full responsibility
Method
for outcomes.
• Team members are highly committed, decided collectively, interact continuously, work closely, determine
work assignments and working methods and practice self supervision.
• They perform related or interdependent jobs, select their own members and evaluate each other’s
performance.
An autonomous work group is free to decide on:
1. Which working methods will be used.
2. Who shall belong to the group.
3. Who shall take charge of directive duties if they come into
prominence(leadership)
4. Who shall perform which duties (internal task allocation). 11/8/2020 7:25 PM
METHODS/APPROACHES/TECHNIQUES OF JOB DESIGN
Advantages of Work Team Method:
Work Team
Work team generally achieve high productivity and quality. It is
•
Method
high performance job design.

• Supervision costs are reduced. Supervision is a team

responsibility.

• Reward is tied to team performance.

• Team spirit with employee empowerment is realized.

• Greater involvement of employees in decision making and

greater employee commitment is ensured.

11/8/2020 7:25 PM
METHODS/APPROACHES/TECHNIQUES OF JOB DESIGN

Disadvantages of Work Team Method: Work Team

Method
• Employees, managers and unions resist work teams.

• Cooperation among team members may be difficult

because of poor team composition.

• Efficiency of the team is situationally dependent.

11/8/2020 7:25 PM
JOB ROTATION
Employees are allowed to move from job to job. The jobs are not changed but
only the employees are rotated.
Advantage:
Job rotation provides job variety. Employees can use different skills and
abilities. Monotony of specialized jobs is broken.
Employees become competent in several jobs. This result in employee
development.
Worker’s self-image is improved. It provides for employee’s personal growth.
It improves task significance.
Organizations get flexibility in scheduling work.
Disadvantages:
Job rotation doesnot improve the jobs. Job relationships remain unchanged.
Costs are high, especially the training costs.
Job disruptions be created.
Employees may be performing several boring jobs that create monotony.
Employees may feel alienated/separated.

11/8/2020 7:25 PM
JOB ENLARGEMENT
The task assigned to a job are increased by adding similar tasks. The scope of the job is enlarged horizontally.
E.g. 15 hours work load for a teacher who was teaching 12 hours per week.
Advantage:
It provides variety. Wide range of employees skills are used.
Job satisfaction increase.
Disadvantages:
Costs are higher. Longer training periods are needed.
It adds one more boring job to another.
It is resisted by employees.

11/8/2020 7:25 PM
CASE
Read the following case carefully and answer the questions given below:
Andrew Hilton employed by Hamilton Chemicals as an electrical engineer for the past 26 years has recently been promoted to management.
His new position in engineering design services manager. He has 20 engineers from all disciplines reporting to him.
The unit has not been performing well. Morale and performance are at an all-time low. During the past two years, the unit’s productivity has
fallen by 25%, absenteeism has risen by 10%, and job-related injuries have risen by 12%.
Andrew suspects that the problems has been caused by the misuse of the performance appraisal system on the part of the previous manager,
Ted Simpon. The workers are rated annually on a five-points graphic rating scale on the following job dimensions:
1. Safety
2. Ability to work with others
3. Contribution to the company’s long term growth
4. Contributions to productivity
5. Cost control
6. Attendance
During the past two years, Simpson gave each employee a “satisfactory” (3) rating on all six dimensions. Based on what he has observed
during his first two months as manager, Andrew believes their ratings are erroneous. Six engineers have quickly surfaced as outstanding
performances, and three are clearly unsatisfactory.
Questions:
a. Why do you think Ted Simpson gave everyone a satisfactory rating? If not, what can be done alternatively?
b. Do you agree with Andrew that the performance appraisals may be contributing to the problem? Explain.
c. If Andrew chooses to give employees the ratings they deserve, do you think there will be a backlash, making many of the workers even
more unhappy?
d. If you were Andrew, what you might have done to handle the situation?

11/8/2020 7:25 PM