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'''Job Design''' can be defined as the process used by companies to create new jobs by setting out the tasks and responsibilities or to make adjustments to the functions covered by an existing job, and it is an effective tool because it makes it easier to achieve the organization's interests and meet the needs of employees. | '''Job Design''' can be defined as the [[process]] used by companies to create new jobs by setting out the tasks and responsibilities or to make adjustments to the functions covered by an existing job, and it is an effective tool because it makes it easier to achieve the [[organization]]'s interests and meet the [[needs]] of employees. | ||
According to Durai, he describes job design as ''"the combination of job content and the method of work that has been adopted in the performance of the job" ''<ref> Belias, D., & Sklikas, D. (2013), p.85-86</ref>. | According to Durai, he describes job design as ''"the combination of job content and the [[method]] of [[work]] that has been adopted in the performance of the job" ''<ref> Belias, D., & Sklikas, D. (2013), p.85-86</ref>. | ||
Similary, | Similary, Ali and Arrosiya, they cite that job design "''is the function of [[organizing]] tasks, duties and responsibilities in an [[organizational unit]] of work" ''<ref> Belias, D., & Sklikas, D. (2013), p.85-86</ref>. | ||
According to Parker, he defines job design as "the content, structure and organization of a person's tasks and activities" ''<ref> Broeck, A.V., & Parker, S.K. (2017), p.3</ref>. | According to Parker, he defines job design as "the content, structure and organization of a person's tasks and activities" ''<ref> Broeck, A.V., & Parker, S.K. (2017), p.3</ref>. | ||
== Job design in a company== | ==Job design in a company== | ||
It is important to note that there are '''three key aspects''' to consider when designing a workplace: '''job rotation, job enrichment and job enlargement'''. These aspects can be used to encourage, involve and engage employees in their workplace ''<ref> Belias, D., & Sklikas, D. (2013), p.86-88</ref> , ''<ref> Memoona Zareen K.R, & Bahaudin, M. (2013), p.49</ref>. | It is important to note that there are '''three key aspects''' to consider when designing a [[workplace]]: '''job rotation, [[job enrichment]] and [[job enlargement]]'''. These aspects can be used to encourage, involve and engage employees in their workplace ''<ref> Belias, D., & Sklikas, D. (2013), p.86-88</ref> , ''<ref> Memoona Zareen K.R, & Bahaudin, M. (2013), p.49</ref>. | ||
* '''Job rotation:''' is the process that allows workers to be moved from one place to another as a learning function for them, as they are given the opportunity to perform a variety of tasks making workers multi-skilled. | * '''Job rotation:''' is the process that allows workers to be moved from one place to another as a learning function for them, as they are given the opportunity to perform a variety of tasks making workers multi-skilled. | ||
It should be noted that in order for '''rotation to be effective''' and for employees not to be rotated to unsuitable workplaces, the following factors should be taken into account: | It should be noted that in order for '''rotation to be effective''' and for employees not to be rotated to unsuitable workplaces, the following factors should be taken into account: | ||
* Skills, knowledge and abilities of the worker. | * Skills, [[knowledge]] and abilities of the worker. | ||
* Sex of the employee. | * Sex of the [[employee]]. | ||
* Physical requirements for the job. | * Physical requirements for the job. | ||
* The time it takes to complete the new task. | * The time it takes to complete the new task. | ||
In addition, rotation provides many benefits, such as higher employee efficiency, higher productivity, higher worker retention, higher motivation... At the same time, it reduces employee boredom and reduces absenteeism. | In addition, rotation provides many benefits, such as higher employee [[efficiency]], higher productivity, higher worker retention, higher [[motivation]]... At the same time, it reduces employee boredom and reduces absenteeism. | ||
* '''Job enlargement''': this involves combining different jobs by adding more functions and tasks. This means that employees remain at the same level of hierarchy in the company, even if there are a variety of different functions or tasks. | * '''Job enlargement''': this involves combining different jobs by adding more functions and tasks. This means that employees remain at the same level of [[hierarchy]] in the [[company]], even if there are a variety of different functions or tasks. | ||
Importantly, this technique is used to increase employees'commitment to their current roles, to increase the attractiveness of the workplace, to make them more versatile and, most importantly, to avoid boredom. | Importantly, this technique is used to increase employees'commitment to their current roles, to increase the attractiveness of the workplace, to make them more versatile and, most importantly, to avoid boredom. | ||
Similarly, there are two '''types of workplace extensions''': | Similarly, there are two '''types of workplace extensions''': | ||
* '''Horizontal enlargement:''' refers to the degree to which a workplace contains many tasks. This method will reduce the level of specialization, job boredom, difficult tasks and allow employees to develop new skills. | * '''Horizontal enlargement:''' refers to the degree to which a workplace contains many tasks. This method will reduce the level of [[specialization]], job boredom, difficult tasks and allow employees to develop new skills. | ||
* '''Vertical expansion:''' refers to the degree to which workers decide how they will carry out the task. This second approach can enhance workers' self-fulfillment needs and status. | * '''Vertical expansion:''' refers to the degree to which workers decide how they will carry out the task. This second approach can enhance workers' self-fulfillment needs and status. | ||
* '''Job enrichment:''' This technique allows employees to gain more authority and responsibilities within the company. It is used to increase productivity in the workplace by empowering employees to use their skills, making them feel more motivated, important and satisfied. | * '''Job enrichment:''' This technique allows employees to gain more authority and responsibilities within the company. It is used to increase productivity in the workplace by empowering employees to use their skills, making them feel more motivated, important and satisfied. | ||
| Line 27: | Line 27: | ||
* Use of skills | * Use of skills | ||
* Feedback | * Feedback | ||
It is important to emphasize that '''workplace design''' is crucial in several aspects, such as: | It is important to emphasize that '''[[workplace design]]''' is crucial in several aspects, such as: | ||
* Employee health and well-being | * Employee health and well-being | ||
* Job satisfaction and engagement | * Job satisfaction and engagement | ||
* Employee learning | * Employee learning | ||
* Behaviors such as productivity, absenteeism, initiative and innovation. | * Behaviors such as productivity, absenteeism, initiative and [[innovation]]. | ||
In addition, the '''personal characteristics''' of workers play an important role in design because they influence how employees perceive and seek certain features of the workplace. | In addition, the '''personal characteristics''' of workers play an important role in design because they influence how employees perceive and seek certain features of the workplace. | ||
== Psychological perception== | ==Psychological perception== | ||
When explaining the three main factors for job design, psychological perception must be taken into account ''<ref> Memoona Zareen K.R, & Bahaudin, M. (2013), p.49</ref>. | When explaining the three main factors for job design, psychological perception must be taken into account ''<ref> Memoona Zareen K.R, & Bahaudin, M. (2013), p.49</ref>. | ||
'''Psychological perception''' is a factor that influences the relationship between job design and employee performance. This means that if employees are satisfied with their work, they will be more committed to the tasks. So, if we link work to employment, it must be challenging and interesting, because when workers are fully engaged in their tasks, their performance increases. | '''Psychological perception''' is a factor that influences the relationship between job design and [[employee performance]]. This means that if employees are satisfied with their work, they will be more committed to the tasks. So, if we link work to [[employment]], it must be challenging and interesting, because when workers are fully engaged in their tasks, their performance increases. | ||
== Final conclusion == | ==Herzberg’s Two-Factor Theory== | ||
After the research and analysis of job design, it can be concluded that it is a very important aspect that companies must pay a lot of attention to if they want the process of creating the job to be efficient. This will allow them to foster employee interest in the job and increase job satisfaction, while achieving all the objectives set by the organisation. | Next, '''Herzberg's 1968 two-factor theory''' will be explained, which was the first important model to establish a clear relationship between job design and employee motivation, ''<ref> Broeck, A.V., & Parker, S.K. (2017), p.7</ref>. | ||
First, Herzberg's theory is based on '''Maslow's pyramid of needs''', which according to him identifies certain aspects of the job that lead to employee satisfaction and other aspects that lead to dissatisfaction. | |||
* '''Dissatisfaction:''' occurs when workers feel deprived of their physical and animal needs due to hygiene factors, such as safety, decent pay, safe [[working conditions]], etc. | |||
* '''Satisfaction:''' refers to human needs that are directed towards growth and influenced by achievement, responsibility and recognition. | |||
Herzberg based his work on the difference between '''basic animal needs and growth needs,''' where he inspired McGregor to develop '''Theory X and Theory Y.''' | |||
On the one hand, Theory X states that workers are passive and lazy and [[need]] to be motivated. On the other hand, Theory Y sees employees as proactive and growth-oriented individuals. | |||
Secondly, Herzberg was the first to develop a clearly defined work design model. In addition, he pointed out the importance of fair pay and good working conditions. He also called for attention to be paid to opportunities to learn and develop. | |||
Finally, he suggested that workplaces can be more [[motivating]] when additional, more challenging tasks are added. | |||
==Final conclusion== | |||
After the research and analysis of job design, it can be concluded that it is a very important aspect that companies must pay a lot of attention to if they want the process of creating the job to be efficient. This will allow them to foster employee [[interest]] in the job and increase job satisfaction, while achieving all the objectives set by the organisation. | |||
==Footnotes== | ==Footnotes== | ||
<references/> | <references/> | ||
{{infobox5|list1={{i5link|a=[[Task identity]]}} — {{i5link|a=[[Job characteristics]]}} — {{i5link|a=[[Internal motivation]]}} — {{i5link|a=[[Negative motivation]]}} — {{i5link|a=[[Leadership models]]}} — {{i5link|a=[[Theory X and Y]]}} — {{i5link|a=[[Behavioral school]]}} — {{i5link|a=[[Management styles]]}} — {{i5link|a=[[Path goal theory]]}} }} | |||
==References== | ==References== | ||
* Belias, D., & Sklikas, D. (2013),[https://www.researchgate.net/publication/260288949_ASPECTS_OF_JOB_DESIGN'' Aspects of Job Design]''. International Journal of Human Resources Management and Research, Vol. 3, Issue 4, pp.85-94. | * Belias, D., & Sklikas, D. (2013),[https://www.researchgate.net/publication/260288949_ASPECTS_OF_JOB_DESIGN'' Aspects of Job Design]''. International Journal of Human Resources [[Management]] and Research, Vol. 3, Issue 4, pp.85-94. | ||
* Broeck, A.V., & Parker, S.K. (2017), [https://www.researchgate.net/publication/317560760_Job_and_Work_Design'' Job and Work Design]''. Oxford Research Encyclopedia of Psychology, pp.1-40. | * Broeck, A.V., & Parker, S.K. (2017), [https://www.researchgate.net/publication/317560760_Job_and_Work_Design'' Job and Work Design]''. Oxford Research Encyclopedia of Psychology, pp.1-40. | ||
* Memoona Zareen K.R, & Bahaudin, M. (2013),''[https://core.ac.uk/download/pdf/234624554.pdf ob Design and Employee Performance: the Moderating Role of Employee Psychological Perception]''. European Journal of Business and Management, Vol. 5, Núm 5, pp.46-55. | * Memoona Zareen K.R, & Bahaudin, M. (2013),''[https://core.ac.uk/download/pdf/234624554.pdf ob Design and Employee Performance: the Moderating Role of Employee Psychological Perception]''. European Journal of Business and Management, Vol. 5, Núm 5, pp.46-55. | ||
Latest revision as of 23:24, 17 November 2023
Job Design can be defined as the process used by companies to create new jobs by setting out the tasks and responsibilities or to make adjustments to the functions covered by an existing job, and it is an effective tool because it makes it easier to achieve the organization's interests and meet the needs of employees.
According to Durai, he describes job design as "the combination of job content and the method of work that has been adopted in the performance of the job" [1].
Similary, Ali and Arrosiya, they cite that job design "is the function of organizing tasks, duties and responsibilities in an organizational unit of work" [2].
According to Parker, he defines job design as "the content, structure and organization of a person's tasks and activities" [3].
Job design in a company
It is important to note that there are three key aspects to consider when designing a workplace: job rotation, job enrichment and job enlargement. These aspects can be used to encourage, involve and engage employees in their workplace [4] , [5].
- Job rotation: is the process that allows workers to be moved from one place to another as a learning function for them, as they are given the opportunity to perform a variety of tasks making workers multi-skilled.
It should be noted that in order for rotation to be effective and for employees not to be rotated to unsuitable workplaces, the following factors should be taken into account:
- Skills, knowledge and abilities of the worker.
- Sex of the employee.
- Physical requirements for the job.
- The time it takes to complete the new task.
In addition, rotation provides many benefits, such as higher employee efficiency, higher productivity, higher worker retention, higher motivation... At the same time, it reduces employee boredom and reduces absenteeism.
- Job enlargement: this involves combining different jobs by adding more functions and tasks. This means that employees remain at the same level of hierarchy in the company, even if there are a variety of different functions or tasks.
Importantly, this technique is used to increase employees'commitment to their current roles, to increase the attractiveness of the workplace, to make them more versatile and, most importantly, to avoid boredom. Similarly, there are two types of workplace extensions:
- Horizontal enlargement: refers to the degree to which a workplace contains many tasks. This method will reduce the level of specialization, job boredom, difficult tasks and allow employees to develop new skills.
- Vertical expansion: refers to the degree to which workers decide how they will carry out the task. This second approach can enhance workers' self-fulfillment needs and status.
- Job enrichment: This technique allows employees to gain more authority and responsibilities within the company. It is used to increase productivity in the workplace by empowering employees to use their skills, making them feel more motivated, important and satisfied.
Similarly, there are some aspects to consider, such as:
- Variety
- Belief that the task is important
- Use of skills
- Feedback
It is important to emphasize that workplace design is crucial in several aspects, such as:
- Employee health and well-being
- Job satisfaction and engagement
- Employee learning
- Behaviors such as productivity, absenteeism, initiative and innovation.
In addition, the personal characteristics of workers play an important role in design because they influence how employees perceive and seek certain features of the workplace.
Psychological perception
When explaining the three main factors for job design, psychological perception must be taken into account [6].
Psychological perception is a factor that influences the relationship between job design and employee performance. This means that if employees are satisfied with their work, they will be more committed to the tasks. So, if we link work to employment, it must be challenging and interesting, because when workers are fully engaged in their tasks, their performance increases.
Herzberg’s Two-Factor Theory
Next, Herzberg's 1968 two-factor theory will be explained, which was the first important model to establish a clear relationship between job design and employee motivation, [7].
First, Herzberg's theory is based on Maslow's pyramid of needs, which according to him identifies certain aspects of the job that lead to employee satisfaction and other aspects that lead to dissatisfaction.
- Dissatisfaction: occurs when workers feel deprived of their physical and animal needs due to hygiene factors, such as safety, decent pay, safe working conditions, etc.
- Satisfaction: refers to human needs that are directed towards growth and influenced by achievement, responsibility and recognition.
Herzberg based his work on the difference between basic animal needs and growth needs, where he inspired McGregor to develop Theory X and Theory Y. On the one hand, Theory X states that workers are passive and lazy and need to be motivated. On the other hand, Theory Y sees employees as proactive and growth-oriented individuals.
Secondly, Herzberg was the first to develop a clearly defined work design model. In addition, he pointed out the importance of fair pay and good working conditions. He also called for attention to be paid to opportunities to learn and develop.
Finally, he suggested that workplaces can be more motivating when additional, more challenging tasks are added.
Final conclusion
After the research and analysis of job design, it can be concluded that it is a very important aspect that companies must pay a lot of attention to if they want the process of creating the job to be efficient. This will allow them to foster employee interest in the job and increase job satisfaction, while achieving all the objectives set by the organisation.
Footnotes
- ↑ Belias, D., & Sklikas, D. (2013), p.85-86
- ↑ Belias, D., & Sklikas, D. (2013), p.85-86
- ↑ Broeck, A.V., & Parker, S.K. (2017), p.3
- ↑ Belias, D., & Sklikas, D. (2013), p.86-88
- ↑ Memoona Zareen K.R, & Bahaudin, M. (2013), p.49
- ↑ Memoona Zareen K.R, & Bahaudin, M. (2013), p.49
- ↑ Broeck, A.V., & Parker, S.K. (2017), p.7
| Job design — recommended articles |
| Task identity — Job characteristics — Internal motivation — Negative motivation — Leadership models — Theory X and Y — Behavioral school — Management styles — Path goal theory |
References
- Belias, D., & Sklikas, D. (2013), Aspects of Job Design. International Journal of Human Resources Management and Research, Vol. 3, Issue 4, pp.85-94.
- Broeck, A.V., & Parker, S.K. (2017), Job and Work Design. Oxford Research Encyclopedia of Psychology, pp.1-40.
- Memoona Zareen K.R, & Bahaudin, M. (2013),ob Design and Employee Performance: the Moderating Role of Employee Psychological Perception. European Journal of Business and Management, Vol. 5, Núm 5, pp.46-55.
Author: Zaira Bancells Guerrero,Mónica Guijarro Bernabeu,Gabriela Varela Barker
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