Job design involves determining the duties, responsibilities, and relationships involved in a job. It provides information on qualifications and rewards. Key factors in job design include the scope of work, ensuring the job is challenging yet matches the employee's skills, and balancing organizational and individual needs. Techniques for job design include work simplification, job rotation, job enlargement, and job enrichment. The goal is to reduce boredom and monotony while increasing motivation and satisfaction.

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2. JOB DESIGN
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Job design means to decide the
contents of a job. It fixes the duties and
responsibilities of the job, the methods of
doing the job and the relationships
between the job holder (manager) and
his superiors, subordinates and
colleagues.
Job design also gives information
about the qualifications required for doing
the job and the reward (financial and
non-financial benefits) for doing the job.
While designing the job, the needs of the
organization and the needs of the
individual manager must be balanced.

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Importance of Job Design
Job design is a very important function
of STAFFING. If the jobs are designed properly,
then highly efficient managers will join the
organization. They will be motivated to improve the
productivity and profitability of the organization.
However, if the jobs are designed badly, then it will
result in absenteeism, high labour turnover,
conflicts, and other labour problems.

4. Factors Affecting Job Design
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1. Proper Scope Of Job
The scope of the job should be proper. If the scope is narrow (less), then the job
will not be challenging. It will not give an opportunity for development. The
manager will not get satisfaction after completing an easy job. If the scope of the
job is very wide, then the manager will not be able to handle it properly. This will
cause STRESS,FRUSTRATION and loss of control.
2. Full-time Challenge Of The Job
The job should be so challenging that it takes up the full-time and effort of the
manager. So, the service of the manager must be fully utilized. If not, the manager
will have a lot of free time. He will use this free time to interfere in the work of his
subordinates. This will cause problems and conflicts because subordinates do not
like unnecessary interference from their superiors.
3. Managerial Skills
The skills of the manager should be considered before designing his job. All
managers do not have equal skills. So jobs should be designed after considering
the skills of the manager. So, a manager having a high level of skill should be
given very challenging jobs while a manager having a low level of skill should be
given fewer challenging jobs. Jobs must be made flexible so that it can be changed
according to the skills of the manager.

6. 4. Organization's Requirements
Jobs must be designed according to the requirements of the organization. We
cannot use the same job design for all organizations.
5. Individual likes and dislikes
People have different likes and dislikes. Some people like to work alone while
some people prefer to work in groups. Some people want to do only
planning and decision making while other people like to implement these plans
and decision. So, individual likes and dislikes must be considered while
designing the job.
6. Organizational structure
Organizational structure also affects the job design. Individual jobs must fit into
the organization's structure.
7. Technology
The level of technology used by the organization also affects the job design. An
organization having a high level of technology will have different job designs
compared to an organization having a low level of technology.

7. TECHNIQUES OF JOB DESIGN
1. Work Simplification
Under this method, the job is simplified by breaking it down into small sub-parts.
Then, each part of the job is assigned to a worker who does the same task over and
over again. This enables the worker to gain proficiency and fitness in doing the
repetitive task. This increases workers productivity, on the one hand, and, in turn,
profits, on the other. The training costs of simplified jobs are virtually nil because very
low level of skill is required to do these simplified jobs.
However, due to the repetitive job, workers feel boredom. They tend to remain
absent frequently. Boredom also leads to mistakes and accidents. On the whole, the
quality and quantity of output gets adversely affected.

8. 2. Job Rotation
One solution to boredom, as seen in work simplification, is job rotation’. Job rotation implies the moving of
employees from job to job without any change in the job. In case of job rotation, an employee performs
different jobs, but of the same nature.
The advantages of job rotation are:
(i) It removes boredom
(ii) It broadens employee’s knowledge and skill.
(iii) Employees become competent in several jobs rather than only one.
Disadvantages:
(i) Frequent shifting of employees across the jobs causes interruption in the job routine,
(ii) Employees may feel alienated when they are rotated from job to job.
(iii) The employees who look for more challenging assignments may still feel frustrated.
3. Job Enlargement
Job enlargement involves adding more tusks to a job. This is a horizontal expansion in a job. By adding
more tasks to job, job enlargement expands job scope and gives variety of tasks to the job holder.
Job enlargement reduces boredom and monotony by providing the employee more variety of tasks in the
job. Thus, it helps increase interest in work and efficiency. A recent study found that by expanding the
scope of job, workers found benefits such as more satisfaction, enhanced customer service, and less
errors.
That’s why Frederick Herzberg tempted to say that job enlargement is singly “adding zero to zero”,
meaning that “One set of boring tasks (zero) is simply added to another set of boring tasks (zero)”. That is
very possibly the reasons why job enlargement is usually resisted by employees.

9. 4. JOB ENRICHMENT
This concept has become popular by famous research of
‘Herzberg’. The research with motivators and maintenance
factors. So, job enrichment means adding a few more motivators
to a job to make it more rewarding. It may improve the job by
giving a worker more of a challenge, more of a complete task,
more responsibility, more opportunity for growth and more chance
to contribute his ideas.
JOB DESIGN CONSIDERATIONS

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1. Skill Variety: The degree to which a job includes difficult activities and involves the use of
multiple skills and talents of the employees.
2. Task Identity: The degree to which a job requires completion of a whole and identifiable
piece of work that is doing a job from beginning to end with a tangible outcome.
3. Task Significance: The degree to which a job has a substantial impact on the likes of
employees.
4. Autonomy : The degree to which a job provides the employee with substantial freedom
and independence and discretion in work schedule.
5. Feedback : The degree to which the employee posses information of the actual results of
his performance.
Psychological factors :-
1. Meaningfulness of the work: The extent to which the employee experience the job as the
one which is meaningful, valuable and worthwhile.
2. Responsibility for work outcomes : : The extent to which the employee feels
accountable for the outcomes of the work he does.
3. Knowledge of results : The extent to which the employee has feedback on his
performance on the job.

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