Nature Of Job Design

1851 Words8 Pages
Job Design: Nature, Techniques and Designing Jobs
Human Resource Management – CIA I
Aravind K [I MPHR -1537502]
Christ University

Job Design has been defined as the process of, “...specification of the contents, methods, and relationships of jobs in order to satisfy technological and organizational requirements as well as the social and personal requirements of the job holder.” (Buchanan, 1979). In the context of the organizational model, it can be explained as the formulation and designing of the transformation step, taking into account the high impact human and organizational factors.
Figure 1. Simplictic representation of the model of an organization. Aspects of Job Design
1. Organization of work.
a. Replacing
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Job Enlargement.
Giving the worker/group additional responsibility/tasks, that is, expanding the points of transformation.

c. Job rotation.
In order to faciliate and end-to-end working schematic, the individual’s job tasks are varied at pre-described intervals so that coverage of all (or many) points of transformation are familiar to each employee.

2. Job Structuring.
a. Job enrichment.
According to Herzberg (1966), building into jobs elements which provide for a human’s needs for: (1) cortical stimulation and (2) psychological growth. It is also known as “vertical job loading.” It basically involves giving responsibility for different types/levels of work.
b. Autonomy.
Granting control over work, that is, allowing individuals/groups in an organization to carry out the designated tasks without excessive micro-management.
c. Self-organization.
Tasks delegated to individuals/groups are to be carried out in a particular manner that suits the nature of the individuals/groups, with a self-specific time and process management approach.
3. Location/Scheduling.
a. Telecommuting.
Part/full time work to be completed off the main organization’s site.
b. Alternative
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Buchanan, D. (1979). The Development of Job Design Theories and Techniques. New York: Praeger Publishers.
2. Herzberg, Frederick (1966). Work and the Nature of Man. Cleveland: World Publishing.
3. Richard Hackman and Greg R. Oldham (1976). Motivation through the Design of Work: Test of a Theory. Organizational Behavior And Human Performance, 16, 250-279.
4. Buckingham, M. & Coffman, C. (1999). Simon & Schuster Business Books: New York.
5. Naish R. & Birdi K (2001). Evaluation of the Effects of a Management Development Centre Program on Development, Retention and Business Performance. First, Break all the Rules Bringing Policies to Life: The vital role of front line managers in people management. The British Psychological Society Occupational Psychology Annual Conference, Book of Proceedings, 24-25.
6. Bishop, Ronald C. and Hill, James W (1971). Effects of job enlargement and job change on contiguous but nonmanipulated jobs as a function of workers' status. Journal of Applied Psychology, 55:3, 175-181.
7. James C. Taylor, (1975). The Human Side of Work: The Socio‐Technical Approach to Work System Design. Personnel Review, 4:3, 17 – 22.
8. Susman, G. (1976). Autonomy at work. New York:
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