Job design is of
comparatively recent origin. The human resource managers have realized that the
design of a job has considerable influence on the productivity and job
satisfaction; poorly designed jobs often result in boredom to the employees,
increased turnover, job dissatisfaction, low productivity and an increase in
overall costs of the organization. All these negative consequences can be
avoided with the help of proper job design.
According to Jon
Werner and DeSimone, “Job design is the development and
alteration of the components of a job (such as the tasks one performs, and the
scope of one’s responsibilities) to improve productivity and the quality of the
employees’ work life.”
Job design has
been defined by Davis (1966) as: “The specification of the contents,
methods, and relationships of jobs in order to satisfy technological and
organizational requirements as well as the social and personal requirements of
the job-holder.”
Milkovich and
Boudreau defined job design as, “Job design
integrates work content (tasks, functions, and relationships), the rewards
(extrinsic and intrinsic) and the qualifications required (skills, knowledge, abilities)
for each job in a way that meets the needs of employees and the organization.”
Michael
Armstrong has defined job design as “the process of
deciding on the content of a job in terms of its duties and responsibilities,
on the methods to be used in carrying out the job, in terms of techniques,
systems and procedures, and on the relationships that should exist between the
job holder and his superiors, subordinates and colleagues.”
Job
design is an attempt to create a match between job
requirements and human attributes. It involves organizing the components of the
job and the interaction patterns among the members of a work group. It helps in
developing appropriate design of job to improve efficiency and satisfaction.
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