job design and work organisation
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© Nigel Slack, Stuart Chambers & Robert Johnston, 2007
Presenter Name
Job Design andWork Organisation
© Nigel Slack, Stuart Chambers & Robert Johnston, 2007
Aims & Objectives• Explain Job Design, the advantages and
disadvantages; and work organisation
• Focus on:• Job Design Decisions• Trends in Job Design• Work Measurement• Basic Compensation Systems and Financial Incentive
Plans
• Aim is for you to be able to explain the impact of job design on an individual, group and an organisation.
Job design and Work organisation
© Nigel Slack, Stuart Chambers & Robert Johnston, 2007
Definition
The way in which we structure each
individual’s jobs, the workplace or environment in which they work andtheir interface with the technology orfacilities they use.
Job design
© Nigel Slack, Stuart Chambers & Robert Johnston, 2007
HowWhyWhenWhereWhatWho
Mental andphysicalcharacteristicsof the work force
Tasks to beperformed
Geographiclocale of theorganization;location of work areas
Time of day;time of occurrence inthe work flow
Organizationalreason forthe job; objectives and motivation of the worker
Method of performanceandmotivation
UltimateJob
Structure
Chase, Aquilano & Jacobs, 2001
Elements of Job Design
© Nigel Slack, Stuart Chambers & Robert Johnston, 2007
Jobdesign
impacts on
quality of working life
quality
speed
dependability
flexibility
cost
health and safety
The Objectives of Job Design
© Nigel Slack, Stuart Chambers & Robert Johnston, 2007
Ultimate Job
Structure
Degree of
Specialization
Job Enrichment
(vs. Enlargement)
Behavioural Considerationsof Job Design
Chase, Aquilano & Jacobs, 2001
© Nigel Slack, Stuart Chambers & Robert Johnston, 2007
Task VarietySkill Variety
FeedbackTask Identity
Task Autonomy
Process Technology
Needs
Worker/Group Needs
Chase, Aquilano & Jacobs, 2001
Sociotechnical Systems
© Nigel Slack, Stuart Chambers & Robert Johnston, 2007
Techniques of job design
Core job characteristics
Mentalstates Performance
Combining tasks
Forming natural work units
Establishing client
relationships
Vertical loading
Opening feedback channels
Skill variety
Task identity
Task significance
Autonomy
Feedback
Meaningfulness' of the job
Responsibility and control over the way the job is done
Level of understanding of the results of efforts
Motivation
Quality of work
Turnover
Absenteeism
The Behavioural Approach
© Nigel Slack, Stuart Chambers & Robert Johnston, 2007
Techniques of job design
Core job characteristics
Mental states
Performance and personal outcomes
Combining tasks
Forming natural work units
Establishing client
relationships
Vertical loading
Opening feedback channels
Skill variety
Task identity
Task significance
Autonomy
Feedback
Experienced meaningfulness of the work
Low absenteeism and turnover
Experienced responsibility for outcomes of the work
Knowledge of the actual results of the work activity
High satisfaction with the work
High internal work motivation
High quality work performance
The Behavioural Approach
© Nigel Slack, Stuart Chambers & Robert Johnston, 2007
More tasks which give increased responsibility autonomy or decision-making Origin
al job tasks
Job enrichme
nt
Job enlargemen
tMore tasks of the same type
The Behavioural Approach
© Nigel Slack, Stuart Chambers & Robert Johnston, 2007
How the person interfaces with the physical aspects of his or her workplace
How the person interfaces with the environmental conditions prevalent in his or her immediate working area
The ergonomics approach in the office environment
Ergonomics approach
© Nigel Slack, Stuart Chambers & Robert Johnston, 2007
Division of labour principles (A. Smith)
Promotes faster learningMakes automation easier
Ensures non-productive work is reduced
Advantages
Leads to monotony
Can result in physical injury
Is not particularly robust
Can reduce flexibility
Disadvantages
© Nigel Slack, Stuart Chambers & Robert Johnston, 2007
Workers Interacting with Other Workers
A Production Process
Worker at a Fixed Workplace
Worker Interacting with Equipment
Ultimate Job Design
Ultimate
Job Design
Work Methods
© Nigel Slack, Stuart Chambers & Robert Johnston, 2007
Work study
Method study Work measurement
Method study is the systematic recording and critical examination of existing and proposed methods of doing work, as a means of developing and applying easier and more effective methods and reducing costs
The application of techniques designed to establish the time for a qualified worker to carry out a specified job at a defined level of performance
A generic term for those techniques which are used in the examination of human work in all its contexts and which lead systematically to the investigation of all the factors which affect the efficiency and economy of the situations being reviewed in order to effect improvement.
Work Study (Taylorism)
© Nigel Slack, Stuart Chambers & Robert Johnston, 2007
• Work measurement is a process of analysing jobsfor the purpose of setting time standards.
• Why use it?
Schedule work and allocate capacity
Motivate and measure work performance
Evaluate performance
Provide benchmarks
Work Measurement
© Nigel Slack, Stuart Chambers & Robert Johnston, 2007
• Use inference to make statements about work activity based on a sample of the activity
• Ratio DelayActivity time percentage for workers or equipment
• Performance MeasurementRelates work time to output (performance index)
• Time StandardsStandard task times
Work Sampling
© Nigel Slack, Stuart Chambers & Robert Johnston, 2007
• Several work sampling studies may be conducted simultaneously by one observer
• The observer need not be a trained analyst unless the purpose of the study is to determine a time standard
• No timing devices are required
• Work of a long cycle time may be studied with fewer observer hours
Advantage of Work Sampling over Time Study
© Nigel Slack, Stuart Chambers & Robert Johnston, 2007
• The duration of the study is longer, which minimizes effects of short-period variations
• The study may be temporarily delayed at any time with little effect
• Because work sampling needs only instantaneous observations (made over a longer period), the operator has less chance to influence the findings by changing work method
Advantage of Work Sampling over Time Study (cont.)
© Nigel Slack, Stuart Chambers & Robert Johnston, 2007
Standard performance is the rate
of output which a qualified
worker will achieve without over-
exertion, as an average over the
working day, provided they are
motivated to apply themselves to
their work.
© Nigel Slack, Stuart Chambers & Robert Johnston, 2007
Job performance
Internal Factors
Personal motivation
Personal ability
External factors
Demanding, interesting work
Rewards
Participation and self-direction
Motivation Factors in Job Performance
© Nigel Slack, Stuart Chambers & Robert Johnston, 2007
A qualified worker is one who is
accepted as having the necessary
physical attributes, intelligence, skill,
education and knowledge to perform the
task to satisfactory standards of safety,
quality, and quantity.
© Nigel Slack, Stuart Chambers & Robert Johnston, 2007
• Hourly Pay
• Straight Salary
• Piece Rate
• Commissions
Basic Compensation Systems
© Nigel Slack, Stuart Chambers & Robert Johnston, 2007
• Individual and Small-Group Plans– Output measures– Quality measures– Pay for knowledge
• Organization-wide Plans– Profit-sharing– Gain-sharing
• Bonus based on controllable costs or units
of output• Involve participative management
Financial Incentive Plans
© Nigel Slack, Stuart Chambers & Robert Johnston, 2007
• Paying employees based on their performance - improvements in productivity and quality
• Pay-for-performance will become increasingly common components of performance management strategies and systems.
Pay-for-Performance
© Nigel Slack, Stuart Chambers & Robert Johnston, 2007
Scientific management
Division of labour
Ergonomics
Behavioural approaches
Empowerment
Team working
Flexible working
Emphasis on managerial control
Emphasis on commitment and
engagement of staff
Staff treated as a resource
Staff treated as
a cost
Emphasis in Job Design
© Nigel Slack, Stuart Chambers & Robert Johnston, 2007
Quality control as part of the worker's job
Cross-training workers to perform multi-skilled jobs
Employee involvement and team approaches to designing and organizing work
‘Informating’ ordinary workers through telecommunication networks and computers
Chase, Aquilano & Jacobs, 2001
Trends in Job Design
© Nigel Slack, Stuart Chambers & Robert Johnston, 2007
Extensive use of temporary workers
Automation of heavy manual work
Organizational commitment to providing meaningful and rewarding jobs for all employees
Trends in Job Design (cont.)
Chase, Aquilano & Jacobs, 2001
© Nigel Slack, Stuart Chambers & Robert Johnston, 2007
Stimulus
Putting into words
Decoding
Attention
Perception
Retention
Feedback
Transm
issi
on
Putting into words
Decoding
Attention
Perception
RetentionIdeas
A Flow Model of Interpersonal
communication
© Nigel Slack, Stuart Chambers & Robert Johnston, 2007
• Environment in the workplace: Ergonomics, Human factors, health and safety (temperature, light, noise)
• Technology available and usage (Ergonomic workplace design): Repetitive strain injury (RSI), Anthropometric data (e.g. size of people)
• The tasks allocated to each person in the operation:Division of labour
Summary: The Elements of Job Design
© Nigel Slack, Stuart Chambers & Robert Johnston, 2007
• The best method of performing each job:Scientific management, work measurement
• Time it takes and how many people are needed:Qualified worker, level and standard of performance
• Maintain staff commitment, communication and motivation:Communication, Job rotation, Job enlargement (more tasks to do), Job enrichment (involves decision making), empowerment, team-working and flexible working.
Summary: The Elements of Job Design (cont.)
© Nigel Slack, Stuart Chambers & Robert Johnston, 2007
Job Design and Work Organisation
The End
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