"COMPETITIVE SALARY"

We remain competitive by paying less than our competitors.

Job design is not a new concept
•MANAGEMENT ITSELF EMERGED PARTLY
AS AN ATTEMPT TO DESIGN, STRUCTURE
AND SUPERVISE JOBS … WITH A VIEW TO
IMPROVING PERFORMANCE.

•LINKS TO MOTIVATION BECAUSE THE

NATURE OF A WORKER’S JOB HAS A
FUNDAMENTAL IMPACT ON HIS/HER
EXPERIENCE OF WORK.

•RECENT WORK ON THE SUBJECT

TYPICALLY RECOMMENDS EXPANDING
JOBS TO ENHANCE FLEXIBILITY AND
IMPROVE JOB SATISFACTION.
Definition of job design:
Principles underlying the organisation of jobs, in
particular the relative number and variety of
required tasks and the extent of worker discretion
in performing the job(s).
Job design is defined as the process of deciding on
the content of job in terms of duties AND
RESPONSIBILITIES; ON THE METHODS TO BE USED
IN CARRYING OUT THE JOB, INTERMS OF
TECHNIQUE, SYSTEM AND PRCEDURE AND ON THE
RELATIONSHIPS THAT SHOULD EXIST BETWEEN JOB
HOLDER AND IT’S SUPERIORS, SUBORDINATES AND
COLLEGUES.
 ORG
NEED

GOAL
INDL
NEED
 Approaches to job design
Scientific Job chr appch HUMAN APPCH
Management
Skill variety
MOTIVATE
Tasks organised Task identity
into highly Task significance IMPROVE WORK
specialised jobs
Autonomy CONDITIONS
Managers design
tasks and speed of Feedback
work SI+TI+TS
𝑿 𝑨𝑼𝑻𝑶 𝑿 𝑭𝑩
Minimised skill 𝟑
requirements
 FACTORS AFFECTING JOB DESIGN

BEHAVIORAL
ORG FACTORS ENVNT FACTOR
ELEMENTS

CHR OF WORK EMPLOYEE ABILITY FEED BACK

WORK FLOW SOCIAL AND AUTOMONY
ERGONOMICS CULTURAL
USE OF ABILITIES
WORK PRACTICES VARIETY
Job design concepts from Japan
•Teamwork – eg via quality circles
•Multi-skilling
•Total Quality Management (TQM)
•Single-status employment conditions frame
job design principles

Many employers now accept that quality issues

should be the concern of all workers, and that
this should be operationalised through job
design.
 A note of caution
Plenty of twenty-first-century jobs are still
apparently designed in a ‘Taylorist’ way – eg
scripted call centre work and fast-food
operations.

‘Not every employee is looking for a

challenging job. Many workers meet their
higher-order needs off the job. There are
168 hours in every individual’s week. Work
rarely consumes more than 30 per cent of
this time.’
TECHNIQUES OF JOB REDESIGN
WORK JOB JOB
JOB ROTATION
SIMPLIFICATION ENLARGEMENT ENRICHMENT

LITTLE VARIATIONS
MECH PACING
KEEPING IN VIEW VARIETY FREEDOM AND
AND REPETITIVE
SKILLS RESPONSIBILITIES

PRE DETERMINED RECOG AND

TOOLS AND SHIFT CHANGE UTILIZE HIS
PROCEDURE ABILITIES

RESTD
INTERACTION AND
COMPLETE ASSY
FEWER SJILL
REQMT