Job design is a part of Human resource management. It inclusive of various concepts such as Job rotation, job shifting etc

2. DEFINITION
 Job design : It involves systematic attempt to
organize tasks, duties and responsibilities into
a unit of work to achieve certain objectives.
 Job Design is a logical sequence of Job
Analysis.
 Job Analysis : An analysis which provide job-
related data as well as the skills and knowledge
expected of the incumbent to discharge the job.

3.  Job Design involves three steps :-
1. Identification of individual tasks.
2. Specification of methods to carry out the job.
3. Combination of tasks into specific jobs to be
assigned to individuals.
 Step 1 and 3 determine content of job and step 2
tells how the job shall be performed.
 A successful job design lies in balancing the
requirements of the organization and job holder.

4. SCOPE OF JOB DESIGN

5. FACTORS AFFECTING JOB DESIGN

6. ORGANIZATIONAL FACTORS
1. CHARACTERISTICS OF TASK
 Planning ( deciding the course of action , timing and
the resources required )
 Executing ( carrying on the plan )
 Controlling (monitoring performance and taking
corrective action when required )
2. WORK FLOW
 Organization is strongly influenced by the nature of
product and service.
 Sequence and balance between job if work is to be done
efficiently.

7. 3.Ergonomice
 Designing and shaping job to fit the physical abilities and
characteristics of individuals.
 Ergonomic helps employer to , workers abilities and job
demand are balanced.
4.Work Practices

8. ENVIRONMENTAL FACTORS
1.Employee Availability & Abilities
 Efficiency consideration must be balanced against the
abilities and availability of the people who are to do the
work.
2.Social & cultural expectations
 Uniform design are almost certain to neglect national and
cultural differences.
 Working hours , holidays ,vacation , beliefs, management
styles, worker sophistication and attitudes etc. affect the
design of job.

9. BEHAVIORAL FACTORS
1.Feedback
 Individuals must receive meaningful feedback about their performance.
2. Autonomy
 Jobs that give worker

10. PRINCIPLE:
Principle is fundamental truth established by research,
Investing and analysis. Many personal principle have
been established through practice, observation and
expereince. Principle are truths generally applicable to all
organisations. Principle guide managers in formulating,
policies on the other hand vary organisation to organisation.

11. Variety
Greater variety in a job can improve the interest, challenge
and
commitment of the role holder to the task. Doing the same
repetitive
tasks may offer little challenge and can lead to role holders
losing
interest or becoming and dissatisfied.
Variety means more than simply adding an extra but similar
duty. For
example, processing different forms would not make the work
more
meaningful as there may be no extra challenge. Some other
type of
relevant activity may, therefore, be worthwhile incorporating

12. Alternatively, too much variety can also be frustrating and a source
Of conflict and dissatisfaction. The optimum amount of variety will
Differ from person to person and will depend on the level of the
position, and the needs of the job.
Responsibility
Individuals need to feel responsible for the work they are doing,
Either individually or as part of a team. Their work should be clearly
identified so they can see that they are personally responsible for
the outcomes (successes and failures) that occur as a result of their
own actions. If the responsibilities are clear, then the role

13. holder and their supervisor will be better able to know if the
accountabilities of the position are being delivered. The
employee should be able to understand the significance of the
work they undertake and where it fits into the purpose of the
organisation.
Autonomy
This goes hand in hand with responsibility. Autonomy means giving
more scope to individuals to regulate and control their own work
within the parameters set for the job. The role holder will need
to have some areas of decision-making that they can call their
own, within the overall framework for their job.

14. Task identity
Individuals often receive more satisfaction from doing a ‘whole’
piece of work. This is more likely to occur when a task or job
has a distinct beginning and end which is clearly apparent to the
roleholder and others who work around them. It is highly
desirable that people see the end results of the work they have
produced, either on their own or as a part of a team.

15. Feedback
Everyone benefits from information on how they are doing
and this helps roleholders feel motivated and contributes
to their development in the role.
Providing genuine feedback is primarily the responsibility of
the line manager, and can built in to the formal working
relationship through e.g. regular one-to-one meetings to
discuss work objectives.
The staff review and development appraisal procedure
provides one important mechanism for nominated
supervisors to communicate and give feedback to staff
members.

16. Recognition and support
Jobs need to encourage sound working relationships between
individuals, provide clearly defined areas of responsibility and
where possible, support team working. This can reduce an
individual's feeling of isolation, which may result in negative
feelings about work and the workplace.
Working environment
A job must be designed to support a safe and healthy working
environment that is non-discriminatory, free from harassment,
occupational health and safety hazards.