IN THE NAME OF ALLAH, THE MOST

BENEFICIENT, THE MOST MERCIFUL

JOB DESIGN AND WORK ORGANIZATION
Presented To:
Sir Khalid Jamshed
Instructor Human Resource Management
Presented By:

MBA (Night) IIIrd Semester

Muhammad Shahzad Ahmad Khan

National University of Modern Languages,

Lahore Campus
Management Sciences Department
 WHAT IS JOB DESIGN

• Specification of the activities, tasks and responsibilities of a

job.

• The way in which tasks are combined to form a job.

• The process of putting together the various elements of work

that constitute an operating system, to form jobs that
individuals will perform.
 LEARNING OBJECTIVES

• Identify the main decisions in job design.

• Describe how job design affects the performance
objectives of the operation.
• Describe the main principles of each of the major
influences on job design.
 OBJECTIVES OF THE JOB
DESIGN

• There are clearly many alternative designs for

any given job.
• For this reason, an understanding of what the
job design is supposed to achieve is particularly
important.
 OBJECTIVES OF THE JOB DESIGN
(Continued)
1. Quality

• The ability of staff to produce high-quality products and

services can be affected by job design.
• This includes avoiding errors in the short term.
2. Speed
• Sometimes speed of response is the dominant objective to
be achieved in job design.

• For example, the way in which the jobs of emergency

service personnel are organized ,the autonomy which they
have to decide on appropriate action, and so on) will go a
long way to determine their ability to respond promptly to
emergencies and perhaps save lives.
 OBJECTIVES OF THE JOB DESIGN
(Continued)
3. Dependability
• Dependable supply of goods and services is usually
influenced, in some way, by job design.
4. Flexibility
• Job design can affect the ability of the operation to change the
nature of its activities.
• New product or service flexibility, mix flexibility, volume
flexibility and delivery flexibility are all dependent to some
extent on job design.
• For example, staff who have been trained in several tasks
(multi-skilling) may find it easier to cope with a wide variety of
models and new product or service introductions.
 OBJECTIVES OF THE JOB DESIGN
(Continued)
5. Cost

• All the elements of job design will have an effect on the

productivity, and therefore the cost, of the job.
• Productivity in this context means the ratio of output to labor
input:
• for example, the number of customers served per hour or the
number of products made per worker.
6. Health and safety
• Whatever else a job design achieves, it must not endanger
the well-being of the person who does the job.
• other staff of the operation, the customers who might be
present in the operation, or those who use any products
made by the operation.
 OBJECTIVES OF THE JOB DESIGN
(Continued)

7. Quality of working life

• The design of any job should take into account its effect
on job security,
• intrinsic interest, variety, opportunities for development,
stress level and attitude of the person performing the job.
 DIVISION OF LABOR

• , Division of labor has a very significant effect on job design.

• The fact that we specialize is a tacit recognition of the
advantages to be gained from division of labor.
• The main issue is the extent to which jobs are divided up.
• Although there are still some highly divided and very
repetitive jobs.
• There is still some degree of specialization in almost every
job.
• The important objective is to balance the flexibility and
increased job satisfaction.
 SCIENTIFIC MANAGEMENT

• As far as scientific managements influence on job design goes,

• method study and work measurement are its twin legacies.
• Method study has some advantages in its systematic approach to
questioning why jobs are designed in a particular way.
• the principles of method study are still valid for most jobs.
• For example, compare the way an experienced cook moves around the
kitchen, automatically sequencing tasks so as to save effort or time or
both.
• Compare that with the less experienced cook who does not have the
innate ability to perform his or her tasks in an efficient or effective
manner.
• Work measurement is another scientific method used now.
• Time standards are still important of course.
• Any business still needs an estimate of how long jobs will take.
 EMPOWERMENT
• The idea of empowerment, gives some
responsibility for job design to the
individuals who will perform the job.
• the extent of autonomy can vary
significantly.
• At its most limited autonomy can merely
involve asking staff for their suggestions
as to how jobs should be designed.
• only the broadest and most general of
objectives are set by higher
management .
• Whole nature of the job and its
organization is left to those who perform
it.
• In that sense ‘empowerment’ can mean
almost anything.
 TEAM WORKING AND JOB
DESIGN

• A team is a group of individuals who, together, have a

set of tasks to perform.
• There are a number of advantages in working on a
team basis
• The interest, motivation and fun which can be gained
from working closely with colleagues can make any job
more attractive.
• Several people working together can be not only more
efficient and more flexible but also more creative.
•
 FLEXIBLE WORKING
• Three types of flexible working are :
• Skills Flexibility
• Time Flexibility
• Location Flexibility.

• In some ways this sequence of different types of

flexibility is in order of difficulty:
• Skills flexibility involves individuals being able
to do more than one job.
• It is not always easy to achieve skills flexibility,
but at least most people are together in the
operation at more or less the same time.
• Time flexibility, can present more difficulties
because (by definition) not everyone will
necessarily be together at the same time.
• Location flexibility can present even more
problems, especially if individual members of
staff rarely, if ever, meet up.
 CRITERIA USED IN JOB
DESIGN
• ECONOMIC CONSIDERATIONS
the desire to minimize costs
• TECHNICAL CONSIDERATIONS
relating to process requirements
• TIME AND SPACE
limitations imposed by time and space
• SKILL REQUIREMENTS
availability of labor with the right skills
• INDUSTRIAL RELATIONS
management / union agreements
relating to staffing levels and
wages.
• Traditions, Customs And Norms of
the plants.
 JOB DESIGN AND WORK
ORGANIZATION

• Job design and work organization is the

specification of the contents, method and
relationships of jobs to satisfy technological
and organizational requirements as well as the
personal needs of job holders.
• The way in which a person's job tasks are
organized can have a direct impact on his/her
mental and physical health, as well as on job
performance.
• The tasks and the manner in which a job is
organized can either complement good
physical work station design or detract from it.
JOBS WHERE EMPLOYEES EXPERIENCE A HIGH
LEVEL OF JOB SATISFACTION GENERALLY HAVE AT
LEAST ONE OR MORE OF THE FOLLOWING
CHARACTERISTICS:

Task Variety

• The ability to vary the tasks performed and to move

about at various times during the day.
• This variation provides a change in mental activity as
well as physical well-being through movement and
changes in body postures.
Task Identity

• Tasks should fit together to make a complete job.

• This gives the employee a sense of doing a whole
job from beginning to end with a visible output.
 CONTINUED
Task Significance
• People like to feel that they have achieved
something meaningful during his/her
working day.
• It is important for them to see the
importance of the tasks that are
performed and how completion of these
tasks contributes to the organization.
Autonomy
• Employees should have input as to how
their jobs are done, the order of tasks, the
speed of work, etc
• Employees should have the opportunity to
participate in decisions which affect them.
Feedback
• The supervisor should provide
constructive feedback regarding
employee performance.
 CONLCLUSION
• The challenge facing managers now
and in the future, is that of employing
the new technology with all its
opportunities in ways which not only
meet the organization's needs but
also the expectations and aspirations
of employees.
• There is the need to further develop
these approaches to job and work
organization design which facilitate
these broader criteria being
incorporated into the design process
as well as the tools with which to
achieve the task.
CRITICAL COMMENTS WILL BE
ACKNOWLEDGED!!
QUESTIONS ARE WELCOMED!!