Job Design
Job design involves specifying the content and methods of jobs.
The objectives of job design include productivity, safety, and
quality of work life.
• Two basic schools of thought in job design:
1. Efficiency school
2. Behavioral school
Specialization
• Work that concentrates on some aspect of a product or
service and also describes jobs that have a very narrow scope.
• The main rationale for specialization is the ability to
concentrate one’s efforts and thereby become proficient at
that type of work.
Behavioral Approaches to Job Design
• These approaches emphasize creating jobs that are meaningful,
engaging, and satisfying for employees, thereby improving their
overall well-being and productivity.
1. Job enlargement - giving a worker a larger portion of the total
task.
2. Job enrichment - involves an increase in the level of
responsibility for planning and coor dination tasks. It is
sometimes referred to as vertical loading.
3. Job rotation means having workers periodically exchange jobs.
Motivation
• Motivation is a key factor in many aspects of work life.
• Not only can it influence quality and productivity, it also
contributes to the work environment.
Teams
• The efforts of business organizations to become more productive,
competitive.
• Self-Managed Teams - designed to achieve a higher level of
teamwork and employee involvement. Groups empowered to
make certain changes in their work processes.
Ergonomics
• the scientific discipline concerned with the understand ing
of interactions among humans and other elements of a
system, and the profession that applies theory, principles,
data and methods to design in order to optimize human
well-being and overall system performance.
International Ergonomics Association organizes ergonomics
into three domains:
• Physical Ergonomics
• Cognitive Ergonomics
• Organizational Ergonomics
Quality of work life
• Quality of work life affects not only workers’ overall sense of
well-being and contentment, but also worker productivity.
Working Conditions
• Temperature and Humidity
• Ventilation
• Illumination
• Noise and Vibrations
• Work Time and Work Breaks
• Occupational Health Care
• Safety
• Ethical Issues
Compensation
• It is important for organizations to develop suitable compensation
plans for their employees.
Approaches to compensate employees:
• Time-based systems (also known as hourly and measured daywork
systems)
• Output-based (incentive) systems
• Incentive Systems
• Individual Incentive Plans
• Group Incentive Plans
• Knowledge-Based Pay Systems
• Management Compensation
• Recent Trends
METHOD ANALYSIS
• Analyzing how a job is done.
• Selecting an Operation to Study - Sometimes a foreman or supervisor
will request that a certain operation be studied.
• Documenting the Current Method - Use charts, graphs, and verbal
descriptions of the way the job is now being performed.
• Analyzing the Job and Proposing New Methods - Job analysis requires
careful thought about the what, why, when, where, and who of the job.
• Flow process chart Chart - used to examine the overall sequence of
an operation by focusing on movements of the operator or flow of
materials.
• Worker-machine chart Chart used to determine portions of a work
cycle during which an operator and equipment are busy or idle.
• Installing the Improved Method - Successful implementation of
proposed method changes requires convincing management of the
desirability of the new method and obtaining the cooperation of
workers.
• The Follow-Up - In order to ensure that changes have been made and
that the proposed method is functioning as expected, the analyst should
review the operation after a reasonable period and consult again with
the operator.
MOTION STUDY
• Systematic study of the human motions used to perform an
operation.
umber of different techniques that motion study analysts can use to develop
efficient procedures. The most-used techniques are the following:
• 1. Motion study principles.
• 2. Analysis of therbligs.
• 3. Micromotion study.
• 4. Charts.
