Job design fundamentally involves the duty of goals and responsibilities to be completed by employees.
Managers in many cases may wilfully change job design to raise productivity, quality of the product or service or employee motivation.
For instance, when employees are involved in carrying out responsibilities assessed to be insipidly repetitive, managers may introduce job rotation, which means shifting employees from one job to another to allocate them a better range of responsibilities.
On the other hand, it is very much possible that the managers may also accidentally influence job design through introduction of innovative equipment or technologies, which can change how jobs are completed and the actual nature of jobs.
For example, the key motivation behind advanced technologies such as automated teller machines and the technologies that simplify mass production is basically to reduce the tasks performed by a single employee.
More innovative technological tools, in contrast, may enhance levels of accountability, recognition and opportunities for progress and development.
These technologies build it greater need for employee training for the reason that advanced level skills and superior competence are essential to lead the newly assigned responsibilities.
Recognizing the components of a given job is an integral part of job design.
Job design receives attention from three key motives.
- Job design can influence performance in certain jobs, particularly those where employee motivation can make a significant difference.
- Job design can impact job satisfaction. For the reason that employees are more satisfied with certain job elements than others, finding what makes a ‘good” job turns out to be critical. Reduced turnover and absenteeism also can be connected to effective job design.
- Job design can influence both physical and mental health. Difficulties that may need support such as hearing loss, backache, leg pain, stress, high blood pressure, and even heart disease sometimes can be drawn directly to job design.
Managers play a substantial part ¡n job design because repeatedly they are the people who create jobs and their design components. They must make sure that job anticipations are clear, that decision-making responsibilities and the responsibility of workers are explained, and that communications with other jobs are integrated and appropriate.
The nature and characteristics of both jobs and people should he considered when job design is prepared.
The following table shows the characteristics of job and people.
Characteristics of Jobs and People
|Job characteristics (Management has ability to control)||People characteristics (Management cannot control)|
The characteristics of job can be controlled by management whereas people characteristics cannot be controlled.
In overall, the job design process gives people choices that provide more job satisfaction.