Job Designing

19th September 2018

Blog: 05

Job Designing

Fig : 01 

According to Armstrong (2003) job design define as “the 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” 

Job design plays a fundamental role in the performance of human resource management. A well designed job brings high involvement and satisfaction to the employees.

Designing a job is a challenging task for Human Resource in an organization, an individual understanding the organizations need and expectation on a job role should be reflected from the recruitment, further the applicant should be agree for the organizations expectation.

A well designed job, according to psychological perception and attitude of employees, motivate workers towards task performance, and such employees become highly productive and loyal to the organization.  

A broad definition of Job design would encompass disclosure by scholars have customarily describes jobs as set of tasks which is deliberated plan to be accomplish by one employee and tasks in simple words is the allocation of small patches of work to an employees who have been accomplish it within the given time period (Griffin, 1987).

Employees with a job design due to their determination, invest their hand, head and heart to job (Ashforth et all, 1995).

Employee’s job involvement and performance increases if the job design is aligned with the employee psychological requirements and perceptions. An effective job design for the employees can increase their involvement in the job; they enjoy performing tasks and exert all cognitive, emotional and physical energies to achieve goals (Khan, 1992).

Some approaches to construct an effective job design are job rotation, job enrichment and job enlargement, which can be used to engage, encourage and involve employees in their work.

Job Rotation

 This approach has been widely used in large firms. Meyer (1994) identified job rotation as learning role in firms as employees get a chance to accomplish various task and changing roles. Job rotation is also identified as an applied approach and aggrandizes job related tasks. As a result efficiency of employees increase and it positively impacts the performance of employees.

Job Enlargement

Job enlargement can be defined as the combination of different jobs and adding connected duties to job. Basically job enlargement is inspired by different motivational models of job design. Job enlargement is defined as "Assigning workers additional same level activities, thus increasing the number of activities they perform"(Dessler, 2005).

Job Enrichment

According to Walsh (1974) Job enrichment adds a feeling of satisfaction derived from work itself. Structured jobs make people feel like human beings rather than units of production and that the pressures arising from the obvious discrepancies between social and technological changes are reduced.

Reference -

Armstrong (2003). A Handbook of Management Techniques. London: Kogan Page Limited

Ashforth, Blake E. and Humphrey, Ronald H. (1995). Emotion in the Workplace: A Reappraisal. Human Relations, 48(2), 97- 125.

Dessler, G (2005). Human Resource Management 10th ed.,Pearson, Inc.

Griffin, R. W. (1987). Toward an integrated theory of task. Research in Organizational Behavior, 9, 79–120 

Michael Armstrong (2003). A Handbook of Management Techniques. London: Kogan Page Limited

Meyer M. (1994). The Dynamics of Learning with Team Production: Implications for Task Assignment. The Quarterly Journal of Economics,109, 1157-1184.

Kahn, W. A. (1992). To be fully there: Psychological presence at work. Human Relations, 45, 321-349.

Walsh, B. (1974). A practical approach to job enrichment. Industrial and Commercial Training, Vol.6 (4), pp.185-187