JOB DESIGN
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Job Design - involves specifying the
content and methods of jobs.
Job Designers - focus on what, who, how
and where.
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1. Efficiency Approach 2. Behavioral Approach
- a refinement of Frederick - followed and has continued to
Winslow Taylor's scientific make inroads into many aspects
management concepts. of job design.
- describes jobs that have a very narrow scope.
- work that concentrates on some aspect of a product or service.
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ADVANTAGE
S
For Management For Employees
1. Simplifies training 1. Low education and skills
2. High productivity requirements
3. Low wage costs 2. Minimum responsibilities
3. Little mental effort needed
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DISADVANTAGE
For Management S For Employees
1. Difficult to motivate quality 1. Monotonous work
2. Worker dissatisfaction, possibly 2. Limited opportunities for
resulting in absenteeism, high advancement
turnover, disruptive tactics, poor 3. Little control over work
attention to quality 4. Little opportunity for self fulfillment
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1. Job Enlargement - giving a worker a larger portion of the
total task by horizontal loading.
• Horizontal Loading - the additional work is on the same
level of skill and responsibility as the original job.
2. Job Rotation - workers periodically exchange jobs.
3. Job Enrichment - increasing responsibility for planning
and coordination tasks by vertical loading.
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4. Increased use of mechanization
• Job Enlargement and Job Enrichment are also used in lean
operations.
5. Motivation - is a key factor in many aspects of work life.
6. Teams - have significant changes in the structure of some
work environment.
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- sometimes referred to as "self-managed teams", are
designed to achieve a higher level of teamwork and
employee involvement.
-groups empowered to make certain changes in their work
processes.
7.3 QUALITY OF WORK LIFE
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Physical factors that have significant impact on worker
performance in terms of productivity, quality of output, and
accidents. In many instances, government regulations apply
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TEMPERATURE & HUMIDITY VENTILATION ILLUMINATION
Work performance tends to be Unpleasant and noxious The amount of illumination
adversely affected if temperature odor can be distracting and required depends largely on
or humidifies are outside a very
dangerous to workers. the type of work being
narrow comfort band. That
performed.
comfort band depends on how
strenuous the work is; the more
strenuous the work, the lower
the comfort range.
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NOISE AND VIBRATIONS WORK TIME & WORK BEAKS
Noise can lead to errors and Reasonable work hours can
accidents. It can also damage or provide a sense of freedom and
impair hearing if it is loud enough. control over one’s work. However,
long intervals tend to generate
boredom and fatigue.
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OCUUPATIONAL HEALTH CARE SAFETY
Good worker health contributes •The two basic causes of accidents: worker
carelessness and accident hazards.
to productivity , minimizes health
•Republic Act No. 11058 or "An Act
care cost, and enhance workers’ Strengthening Compliance with
self of well-being. OccupationalSafety and Health Standards"
(OSHS) imposes penalties on employers
that do not to follow the health
and safety standards set by
the Philippine labor code and international
guidelines.
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A significant issue for the design of work systems to attract and hold
competent employees.
•Time-based systems (hourly and measured daywork system)-
compensate employees for the time the employee has
worked during a pay period.
•Output-based(incentive)system- compensate employees
according to the amount of output they produce during
a pay period, thereby tying pay directly to performance.
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INDIVIDUAL INCENTIVES Straight piecework- A worker’s pay is a direct linear function of his or her
PLAN output.
GROUP INCENTIVES
The emphasis is on team, not individual performance.
PLAN
KNOWLEDGE-BASED PAY Knowledge-based pay- pay system used by organizations to reward
SYSTEM workers who undergo training that increase their skills.
MANAGEMENT With the new emphasis on the customer service and quality, reward
COMPENSATION systems are being restructured to reflect new dimensions of performance.
Moving toward compensation systems that emphasize flexibility and
RECENT TRENDS
performance objectives, with variable pay based on performance.
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7.4 Methods Analysis
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• Focuses on how the job is done.
• Can be a good source of productivity improvements.
• Can be done for both existing jobs and new jobs.
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[Link] the operation to be studied , and gather all the facts about tools, materials etc.
[Link] existing jobs, discuss the job with the operator and supervisor to get their input.
[Link] and document the present method of an existing job using process chart.
[Link] the jobs.
[Link] new methods.
[Link] the new methods.
[Link] up implementation to assure the improvements have been achieved.
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Some general guidelines for selecting a job to study are
to consider jobs that:
[Link] a high labor content.
[Link] done Frequently.
[Link] unsafe, tiring, unpleasant, and/or noisy.
[Link] designated as problems.
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To Provide a clear understanding of
the job and serve as basis of
comparison against which revisions
can be judged.
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Going through these will clarify the review process by encouraging the analyst to take a devil’s
advocate attitude toward both present and proposed methods.
Used to examine the overall sequence of an operation by focusing on movements of the
operator or flow of materials.
Symbols used in constructing a flow process chart, and figure:
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The Following are some
representative questions:
1. Why is there a delay or storage at this point?
2. How can travel distances be shortened or
avoided?
3. Can material handling be reduced?
4. Would a Rearrangement of the workplace result
in greater efficiency?
5. Can similar activities be grouped?
6. Would the use of additional or improved
equipment be helpful?
7. Does the worker have any ideas for
improvement?
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Used to determine
portions of a work cycle
during which an operator
or equipment are busy
or idle.
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Successful implementation of proposed method changes require
convincing management of the desirability of the new method and
obtaining the cooperation of the workers.
Should review the operation after a reasonable period to ensure that
changes have been made and proposed method is functioning as
expected
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— Originated the concepts in bricklaying trade, in the
early 20th century.
— Micromotion study (Lillian Gilbreth)
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• Most-used techniques in developing efficient
procedures:
1) Motion study principles
2)Analysis of therbligs
3) Micromotion study
4) Charts
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Guidelines for designing motion efficient work procedures.
GUIDELINES ARE DIVIDED INTO THREE (3)
CATEGORIES:
A. Principles for the use of the body
B. Principles for arrangements of the workplace
C. Principles for the design of tools and equipment(s)
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1 Eliminate unnecessary motions
2 Combine activities
3 Reduce fatigue
4 Improve arrangements of the workplace
5 Improve the design of tools and equipment(s)
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Basic elemental motions
that make up a job.
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Use of motion pictures and
slow motion to study motions
that otherwise would be rapid
to analyze.
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invaluable in studying
operations such as data entry,
sewing, surgical and dental
procedures, and certain
assembly operations.
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- Work measurement is concerned with how long it
should take to complete a job.
- It is not concerned with either job content or how the
job is to be completed since these are considered a given
when considering work measurement.
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• Standard Time
• The amount of time it should take a qualified worker to complete a
specified task, working at a sustainable rate, using given methods,
tools and equipment, raw material inputs, and workplace arrangement
• Commonly used work measurement techniques
• Stopwatch time study
• Historical times
• Predetermined data
• Work sampling
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• Stopwatch Time Study
Used to develop a time standard based on observations of one
worker taken over a number of cycles.
• Standard Elemental Times
are derived from a firm’s own historical time study data.
• Predetermined time Standards
involve the use of published data on standard elemental times.
• Work Sampling
a technique for estimating the proportion of time that a worker or
machine spends on various activities and idle time.
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-Used to develop a time standard based on observations of one
worker taken over a number of cycles.
Basic steps in a time study:
[Link] the task to be studied and inform the worker who will be
studied
[Link] the number of cycles to observe
[Link] the job, and rate the worker’s performance
[Link] the standard time
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• The number of observations to collect is a function of
• Variability of the observed times
• The desired level of accuracy
• Desired level of confidence for the estimated job time
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Assumes that a single performance rating has
been made for the entire job.
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Assumes that a single performance ratings are
made on an element-by-element basis.
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Standard Elemental Times are derived from a firm’s own historical
time study data.
• Over time, a file of accumulated elemental times that are common
to many jobs will be collected.
• In time, these standard elemental times can be retrieved from the
file, eliminating the need to go through a new time study to acquire
them.
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Procedure:
1. Analyze the job to identify the standard elements.
2. Check the file for elements that have historical times and record
them. Use time studies to obtain others, if necessary.
3. Modify the file times if necessary.
4. Sum the elemental times to obtain the normal time, and factor in
allowances to obtain the standard time.
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Predetermined time standards involve the use of published data on
standard elemental times.
• Developed in the 1940s by the Methods Engineering Council.
• The MTM (methods-time-measurement) tables are based on extensive
research of basic elemental motions and times.
• To use this approach, the analyst must divide the job into its basic
elements (reach, move, turn, etc.) measure the distances involved, and
rate the difficulty of the element, and then refer to the appropriate table of
data to obtain the time for that element
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Work sampling is a technique for estimating the proportion of time
that a worker or machine spends on various activities and the idle
time.
• Work sampling does not require timing an activity or involve
continuous observation of the activity
• Uses:
1. ratio-delay studies which concern the percentage of a worker’s time that
involves unavoidable delays or the proportion of time a machine is idle.
2. analysis of non-repetitive jobs.
