Job design - business

 Job design - 

The job characteristic mode by Hackman and Oldham is a theory that underpins design and its three principles are:

job enrichment

job enlargement

working in groups

designing satisfying and fulfilling jobs is a non financial methods of motivating employees.

Hackman and Oldham's model:

Jobs characteristic model - 

core job characteristics - critical psychological states - outcomes

Skill variety, Task identity, task significance - meaningfulness - work motivation

autonomy - responsibility - growth satisfaction 

                                         - general satisfaction

feedback from job - knowledge of results - work effectiveness

Job enrichment-

definition:

Giving employees greater responsibiities by offering them more challenge to use their skills more fully.

Herzberg saw job enrichment as a non financial method of motivation

This usually means that the person's job is extended in a vertica direction - taking tasks and responsibilities from both senior and junior levels.

It shoulld include:

Giving individuals whole units of work

Introducing new tasks and challenges

Providing feedback on performance

Giving individuals more autonomy over their work

(linked in to the ideal job design to satisfy humans)

Job enlargement:

Definition - 

Increasing the scope of a job, also known as job rotation.

This is horizontal extension of jobs - individuals gets extra tasks but these are at the same level

Where job enlargement is taking place employees have a systematic programme of switching jobs regularly to provide greater variety.

Should increase promotional prospects and feelings of achievement

Advantages - 

Relieves boredom of work

More interesting job means less absenteeism

workers are motivated because using a wider skill set

workers are participating more in decision making process

Disadvantages - 

As workers take on more responsibiities there is a fall in specialism

If jobs are enlarged but basically still repetitive then workers will not be satisfied

Organisational design: 3.6

Organisational structure - Shows how people and management are organised in business

Hierarchy 

Spans of control

Delegation and authority

Chain of command 

Delayering

Organisational structure determines :

Authority and responsibity - who is responsible for whom and who is in charge?

Individual job roles and titles

The people to whom others are accountable to 

The formal routes through which communication flows in the business

Span of control:

The number of employees for whom a manager is responsible

Wide span of control

Narrow span of control

Levels of hierarchy - the number of layers of management  or supervision in the organisation structure

Centralised decision making :

Businesses with a centralised structure keep decision making firmly at the top of the hierarchy (amongst the most senior management)








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