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FACULTY OF COMMERCE
DEPARTMENT OF TOURISM, LEISURE AND HOSPITALITY STUDIES
DEPARTMENT OF BUSINESS STUDIES
LECTURE NOTES
JOB DESIGN
Definition
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Some authors indicate a 3rd objective of job design, i.e. to fulfill the social
responsibility of the organisations to the people who work in it by improving
the quality of working life.
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i. Feedback: individuals should get meaningful feedback about
their performance, preferably by evaluating their own
performance and designing feedback
ii. Use of abilities: The jib must be perceived by individuals as
requiring them to use abilities they value to perform the job
efficiently
iii. Self-control: Individuals must feel that they have a high
degree of self- control over setting their own goals and over
defining the paths to these goals
1. Job rotation
2. Job enlargement
Combining previously fragmented tasks into one job, to increase the variety and
meaning of repetitive work
It is generally recognized that although job rotation and job enlargement have their
uses in developing skills and relieving monotony, they do not go to the root of the
requirements for intrinsic motivation and for meeting the various motivating
characteristics of the jobs.
5. Job Enrichment
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It goes beyond job enlargement to add greater autonomy and responsibility to a job
.
It aims to maximize the interest and challenge of work by providing the employee
with a job that has these characteristics
Which is a complete piece of work in the sense that the worker can identify a
series of tasks or activities that end in a recognizable and definable product
Which affords the employee much variety and decision making
responsibility and control as possible in carrying out the work
Which provides direct feedback through the work itself on how well the
employee is doing his job
Advocates of job enrichment claim that it can relive boredom, but may not result in
positive increases in motivation
There are several ways of enriching a job, depending on the circumstances and the
technology
It is the process of collecting, analyzing and setting out the purpose, content,
accountability, performance criteria, competencies, responsibility, motivating
factors and development factors of a job.
1. Job description
Job description may be defined as a statement describing the purpose of the job,
the nature of the job and the duties and responsibilities which comprise the job.
Main duties
Percentage time devoted to each duty
Performance standards to be achieved
Working conditions and potential hazards
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Reporting relationships
Machines and equipment to be used to perform the job
The information required to prepare the job description can be obtained by means
of:
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8. Discipline- To identify standards of acceptable performance which
employees are expected to achieved
9. Safety- to identify safe working procedures so that unsafe activities
can either be changed or discontinued
10.Job redesign- to analyze the characteristics of a job that need to be
changed in job redesign projects
a. Observation
Observers may watch an individual work and then record a brief description
of the activities performed
Disadvantages
They can create an unrealistic situation since employees may behave
differently when they know they are being observes. It is worse when
employees know that the information will be used to determine their
wage levels-adding of unnecessary time- consuming activities to make
their job look difficult
Video tapes or films of workers as they perform their duties
sometimes provide more accurate work information
Some jobs cannot be easily observed e.g. jobs that primarily involve
thinking and problem solving activities
b. Interviews
Involve interviewing the incumbent as well as his/her supervisor
c. Questionnaires
Asking employees and supervisors to complete a questionnaire regarding
their job
Advantages
Though costly, questionnaires have the advantage of probing in great
detail into the various aspects of work in a specific situation
The information gathered is quantitative in nature and can be easily
updated as their jobs change
d. Self-Description
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Job holders are asked to analyze their own jobs and prepare a job
description.
It saves time to the job analyst
However, workers need to be trained first for them to do it effectively
A guide is required on how to analyze
e. Checklists and inventories
Checklists are similar to questionnaires but responses require fewer
subjective judgments and tends to be yes/no variety
They need to be thoroughly prepared and a field trial is essential to
ensure that the instructions for completion are adequate and clear
Inventories /rating scales are an improvement on checklists
They present job holders with a list of activities.
However, instead of simply marking the activities, they carry out ,
they are asked to rank /rate them according to time spent and
sometimes the importance of the job
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The critical incidents are then used to rate /rank the levels of
effectiveness of less effectiveness of what the individual did.
JOB EVALUATION
1. Job ranking
2. Classification method
3. Point method
4. Factor comparison method
Job ranking
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Classification Method
Point Methods
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o Assign monetary amounts to each job on each factor- the amount of
money assigned to each job on a given factor should be consistent
with how the jobs were ranked on that factor. This step is subjective
o Compare unique jobs with key jobs- done factor by factor to
determine how much each job should be paid
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