348 Human Resource Management
well. A man should do his job so well that the living,
"Whatever your life's work is, do it
the dead, and the unbom could do it no better."
—MartinLuther King, Jr.
Introduction
0b design, which is an of job analysis, is a way of organising tasks, duties and responsibilities
define and structure jobs.
uniQf the work._Simplystated, it is boyv_prganisations
in order m capture the talents ofemployees while improving
u,id; changing, modifying and
While designing work, HR managers
performance." (Parker, wall and Cordery, 2001)
corppletion, high-quality per(orrpance, economic use of
Örganisationalrequirements in terms of timely
trying to realise organisational objectives,
etc. (Eficiencyelements).At the same time, while .ob
care of (such as freedom to do things independently, varied and Interestin
related_needsmust also be taken
elements). (Parker and Wall)
duties, importance of tasks handled etc. (Behavioural
[Link] the workers' job-relatednee&
The focus must be to ensure technical effciency_without
terms of interest, challengeand [Link] Glöshould lead to achievement of
the_capabilities and needs those whoare
in a smooth way. At the same time, the design should recpgnise to
impact on the motivation, Performane
perform the work. (Capelli) Properly_designed-jobs-canhave a positive
poorly designed jobs can impairmotivåtion,
and job satisfactionof those who perform them. On the other hand,
job satisfaction.
Imerui11UTrends ill Job IlesiUll:Telecommuting and
Customized Work Spoés!
Thanks to the Internet, Intranet and e-business, there is a blurringof the
I distinction between qn-work and off-work time in recent years in most
organisations. A [Link] a cell phone and/or PDA (personaldigitaJ
assistant) and a home office having a fax machine and Intemetaccess is 'at
work' even when not in the office and is 'on-call' practically every momentofthe
day. This may cover drive time, time spent at airports or while flying acrossthe
world. More and more companies rely on teleworking in which the employee
performs major amounts of work at home. Advanced technological toolsare
deployed to make the employee feel comfortable working at home. These recent
changes have created new challenges for job design models that are currenw
in use all over the globe. To be open to employees' needs is the key challenge
and organisations have to democratize everything and change into 'customized
workplaces'. There is an urgent need for management to fully intemalizethe
diverse and changing needs of individuals and to investigateemployee-driven
[Link] Seven Habits of the New Organisation, accordingto Crainer,
could be listed thus: flexible and free flowing, non-hierarchical,basedon
participation, creative and entrepreneurial, based round networks, drivenby
corporate goals and utilizing technology as a key resource. (See: Crainer,
Bouchikhi; Atkinson, Pitman)
on
Over the years, the following approaches to job design have gained popularity, depending on their focus
technical or behavioural aspects of work.
356 Reource Managcmcnt
one full tirnc workcr may be more costly in benefit administration. Finally, unions sometimesobject
of part-tim mpl 'ccs
T niques for Designing Jobs
d5ign has a special significance in today's human resource management. It is essential to design
that stress can be reduced, motivation can be enhanced and satisfaction and commitment of
their performance can be improved allowing organizations to effectively compete in the global mark
Basically,there are four techniques used in the design ofjobs. These include: Job simplification, Job
Job Simplification
Job simplification is a design method whereby jobs are divided into smaller components and_subse
ue d
assignedto whole jobs. Simplification that jobs be broken down into
units and then analysed. Each resulting sub-unit typically consists of relatively few operations. These
subunits
are then assigned-tö¯theworkersas their total job.
Many fast food restaurantssuch as McDonald's, Burggg_Kipgaud Nirula's use simplification because
employee
can lam asks rapidly; short work cycles allow task perfornance with lit_tleor no hientÄl effort and low_skilled
and low-paid employeescaw
On the negative side, job simplification results in workers experiencing boredom, frustration, alifpation,
lackof
motivation and low •ob [Link], in turn, Gds to lower productivity and increasedcost..
compeuave enges deman a committed and involved workforce that is able to make decisionsand
experiment
with new ways of doing things. Many people seek jobs that Allowgreater discretion and offer
In other words, designing jobs with employee needs in mind requires a totally different approach, known
job
enrichment i.e., changing job specifications to broaden and add challenge to the tasks required.
Job Enlargement
A sales clerk who waits on customers, finalizes the sale, helps with gredit applications, arrangesmerchandiseand
renders stock has an enlarged job,. when compared to a checkout clerk shelf stQcJcgrat [Link]
Enlargement, thus, expands a job [Link] job scope; that is, it increases the number of different
operations required In a wiéh which the job cycle is repeated. By
of tasks ual performs, job enlargement Increases the job scope, or job diversity. Instead of only sorting
the incoming mail by department,for instance,a mail sorter's job could be enlarged to includephysically
delivering the mail to the various departments or running outgoing letters through the postagemeter.
Efforts at job enlargement [Link] with less than enthusiastic results. As one employee who experienced such
a redesigl on his job remarked, "Before I had one lousy job. Now, through enlargement, I have three!"Sowhile
job enlargementattacks the lack of diversity in overspecializedjobs, it has done little to provide challenge
0t
meaningfulness to a worker's activities.
Job Rotation
Job rotation refers to the movement of an employee_from one job to another.
Jobs themselvesare not actuall
chyged, only the employeesare rotated among various jobs. For example, at McDon31d'sa-nemp oyeemay
cook French fries one day, fry hamburgers the next, yait on the counter during the nexc_shift,and draw
eft drinks the next. Job rotation of benefits. First, the odds of [Link] reduced'aseach
worker must réfocus oma The incidence of repetitive strain injuriesmay
d as arc more
Secon , 357
and able to
against this background, job rotation for someone
could prove who
to
d in view of campion, Blunt
in . arenot advisable on 2001)
the organisation However,
and the
Enrichment
Job
practised in industry, is a direct
as currently on the assumption that in outgrowthof Herzberg'sTwo
therefore,based
b
cort It is, achieyemept r_ecognition, responsibility, advancement
Theory of
rwnitjesfor, that and Lob-itself-must
were The basic idea
to
In particular, it
is
autonomy [Link]>onsibilityin terms ofplanning,
directing,and
prov -f work
the
opportunities for growth,characterized as motivators:
_ce_sponsibilities,
recognition advancementand
is an attempt to build into jobs a higher sense of challengeand increased
T achievement,
and Starke, Eberle)
achi
tence. (Gray -through
ompe oading.
aspects:
vero
has four unique
•chment
Jobenn the basic relationship
between employees and their work. Interestir•æpd
challengingwork, as
1.
It changes can be a source of employee satisfaction.
roved,
studi$have
behavipvug—ways that gradually lead to more positive.attitud5
em 10
chan Feeling of autonomy and personal freedom help employeesview organisation
2. Itanda betterself-imaæe. their jobs in a
ßvourable wa
about Organisational changes easily, securing employee cooperation
and
3
commitment.
can humanise an orga rsation. 'Individuals- can experience the psy_chological
4. Jobenrichment lift that
develoin new competencies and doing a job well. Individualsare encouragedto
comesfrom ow and
push themselves.'
•unportance of offering jobs having depth, variety and meaningfuln
Manycompaniö
in dia realised the ess to
ICICI, Proctor & Gamble, Infosys, BPCL, Asian Paints, HLL, Hughes Softwarehave
employeeslongback.
vertically, open communication,
cruinthingsin common: work
flexible working
employee-oriented environment, sharing with and
acellentrewardschemes,
hours, learning from others,
the benefits ofEving such excellentpractices.
etcTheBT-Hewlä¯ÄZäÄÖu7FfiGGFiiGdicated
in the above companies displayed tremendous pride in what their company does and in its
Employees
They also believed in •its future prospects.
andservices.
products
in the abovecompanies admired their leadership for making them 'safe and well-led'.
Employees
JOB ENLARGEMENT
5.6
Enlargement is the process of increasing the scope of a job by adding
Job
tasks to it. The related tasks are combined. The widened and more
more
job is expected to satisfy the higher order needs of employees.
complex
varietyof tasks, an employee gets the opportunity to make greater
Dueto
his mind and skill. In the words of Strauss and Sayles,"It implies
useof
instead of assigning one man to each job, a group of men can be
ü'Lat,
to a group of jobs and then allowed to decide for themselves
assigned
the work. Such changes permit more socialcontacts
howto organise
control over the work process." I For example, in a company
and greater
L.R. Sayles: Personnel, Prentice Hall of India, 1977,p.44
I. GeorgeStraussand
Human Resource
Managem
5.22
groups of sales persons for three different sales functions
there are three the product and providing after_
orders, delivering
namely booking all the groups are merged together
job enlargement,
[Link]
salespersonperforms all the three functions.
that every
reduces monotony and boredom by providing th
Job enlargement
more or
complete wholejob to do. It helps to increase
employeea
work and [Link] is also a method of training and
interest in
employees. But it does not increase the depth
developing more versatile
Enlarged jobs require longer training period as there are more
of a job.
tasks to be learned.
5.7 JOB ENRICHMENT
way that it provides
Job Enrichment involves
the workergreateyautongmy for planning and controllinOüS&
that in order to motivate
performance. is based on the.«assumption
the job itself must pyg&ppportunities for
-reco@fiG, responsibility,advancementand growth Through
a job is made more interesting and challenging thereby
removing the funCtions of narrow specialisation. An employee whose
job iS enriåed will perforöfhe management functions of planning
and control so far as his own work is concerned.
Job enrichment needs to be differentiated from job [Link]
enlargement involves a horizontal loading ofthe job by adding a variety
of operationswhich the jobholder will perform. On the other hand,
job enrichment consistsof_ayertical loading of the job so that the
jobholder himselfcontrolsthe planning and execution of his [Link]
job enlagemenb employeesare given more work at the same leyel-o(
responsibiliy whereas under job enrichmeA!gn employee is given
greater autonomy and responsibility. Jobs are restructured so that they
become more meaningful, interesting and challenging. Controlsare
reduced to provide greater freedom of action and to increas—e
accountability. For instance, an employeemay be assignedtotal -
responsibilityfor a enrichment involves_group.i ng
tegetherjobs at different levels.Ä
Table 5.8 shows distinction between Job Enlargement and Job
Enrichment.
5.23
Design
and Job
Job
Analysis
: Distinction between Job Enlargement and Job Enrichment
,.rgblc5.8
Enlargement Enrichement
Distinction
isof It involves expansion or It involvesverticalloading
Nature horizontal loadin&[Link]—,.
QCjob
1.
Under it more ofß_sim•- .Under it quality of the job
Contents IR nature are_addedto the •ob _isimproved
2.
Its purpose is to reduce Its to make
monotony jn performing the job more challenging
Fepetitive jobs [Link]
the operating cycle
It may not require acquisition It requires acquisition of
Required ofhigh leyel skills on the part' Wigherlevel skills on the
4 Skills part of jobholders
job holders
control It does not reduce the„need It reduces the neøe_d.for
and for direction andséntro_l Å\rection and contgpl by
Direction
5. the superior the syper_ioras the job:
holder uses self-direction
andgöftrol
in Job Enrichment
Steps
5.7.1 enrichment consists of the following steps:
processof job
The are amenable to Lob
jobs which
(i) selecting the selected
changes that may
(ii)
combining tasks and opening
natural work groups,
by orming
feedbackchannels.
(iv) into the daily work routine of the
the enriched jobs
W)Integratig
organisation.
Enrichment
5.7.2 TechniquesofJob steps:
involves the following
of job enlargement
Techniques
adding variety of tasks;
Increasing the scope of a joBby
(i)
work unit to an empA@Yßg;
(it) Assigning. natural
employee
(iii) Allowingthe
Human Resource
5.24 bf
(iv) Minimising controls to provide freedom to the employee.
(v) Making an employee directly responsible for his performance
(vi) Providing the employee control information, so that h
monitor his own performance;
(vii) Encouraging envloyees to participate in deciding organisational
(viii) Introducing new, difficult and creative tasks to the employees
Job enrichment is an outgrowth of Herzberg's two-factor theory
[Link] outlined the details of a SUCCessful
Of
enrichment programme. These details are summarised in Table5
9
Table 5.9 : Principles of Job Enrichment
Changes Aimed at Enriching Jobs Motivadön Generated by the Ch
l. Removing some controls while Responsibility and personal
retaining accountability achievement
2 Increasing the accountability of Responsibility and recognition
individuals for own work
3. Giving a persona complete natural unit Responsibility, achievement
and
ofwork (Division/area) recognition
4. Granting additional authority to an Responsibility, achievement an'd
employee in his activity. Give more job recognition
freedom
5. Making periodic reports directly Internal recognition
availableto the worker himself rather
than to his superior
6. Introducing new and more difficult Growth and learning
tasks not previously handled
7. Assigning individuals specific or Responsibility,growth and advancement
specified tasks enabling them to
become experts
Source: Frederick Herzberg "One More Time—How Do YouMotivate Employees",
Harvard
Business Review, Jan.-Feb., 1968, p. 59.
Job enrichment is the most widely used method ofjob design. It provides
a meaningful work experience and learning to employees. A majority
of today's executives want jobs that are interesting and provide a sense
of accomplishment. Extreme division of labour and technical
considerations have resulted in routine and repetitive jobs. It has,
therefore, become necessary to redesign jobs to provide intrinstic
motivation and satisfaction to employees. Job enrichment is thus a very
powerful motivational tool. An employee'sneed for self-actualisation
5.25
Design
dJob from his daily work It is also required
positions. It has helped to improve
individual for higher
be he turnover and absenteeism in AT&T
t and reduce labour
qelop.
de (Italy), Renault (France), Volvo (Sweden),
and Fiat
torodgctljl%eti Volkswagen (Germany) and many other companies.
bsß), and
jobs may fail to motivate employees who are
enriched
owever, who prefer job security, shorter work, bonus and good
H Id responsibility. For such employees, job enrichment
glieøate and
autonomy
to feelings of inadequacy, failure and dependence. They may
to
pay lead an additional burden without appropriate compensation.
.derit make work difficult and, therefore, proper training
chment may
employees to handle the enriched jobs.
provided to the
sho is likely to-be syccessful under the following conditions:
•chment
Job enn a primary consideration.
(i) The requires a good deal of originality and judgement.
job
(ii) The
workers themselves clearl refer less structured and less
(iii) The
routine •obs.
(iv) The encourages innovation
and creativity.
have strong higher order needs for achievement.
(v) Employees
job—[Link]
and other higher level
(vi)The
employees.
(vii)Lo er leve pay, job security, supervision) of
employeesare fairly well-satisfied.
SUMMARY
1. Jobanalysis is a formal and scientific study undertaken to find out the detailed
contents of a job and the human qualities required to perform it successfully.
2. Job analysis is useful in organisational design, human resource planning,
recruitment and selection, placement and orientation, trainingand
development,performance appraisal, job design, job evaluation,labour
relations, health and safety and counselling of employees.
3. Organisationalanalysis, deciding uses of job analysisdata,selecting
representative jobs, data collection, job description and job specification
are
the step' 'involved in job analysis.
