In The Name Of Allah, The Most Beneficient, The Most Merciful

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.

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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.

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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!!