Job Design? Techniques of Job Design

Job Design? Techniques of Job Design

Definition of Job Design

According to Michael Armstrong___ “ Job Design is the process of deciding on the contents 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 superior subordinates and colleagues”.
Job design also referred to as work design or task design, is a core function of human resource management and it is related to the specification of contents, methods, and relationship of jobs to satisfy technological and organizational requirements as well as the social and personal requirements of the job holder or the employee. Its principles are geared towards how the nature of a person’s job affects their attitudes and behavior at work, particularly relating to characteristics such as skill variety and autonomy. A job design aims to improve job satisfaction, improve throughput, improve quality, and reduce employee problems.


Techniques of job design

  1. Job rotation: Job rotation is a job design process by which employee roles are rotated to promote flexibility and tenure in the working environment. Through job rotation, employees laterally mobilize and serve their tasks in different organizational levels; when an individual experiences different posts and responsibilities in an organization, the ability to evaluate his or her capabilities in the organization increases. By design, it is intended to enhance motivation, develop workers’ outlook, increase productivity, improve the organization’s performance on various levels by its multi-skilled workers, and provides new opportunities to improve the attitude, thought, capabilities, and skills of workers.
  2. Job enlargement: Hulin and Blood define Job enlargement as the process of allowing individual workers to determine their own pace, to serve as their own inspectors by giving them responsibility for quality control, to repair their own mistakes, to be responsible for their own machine set-up and repair, and to attain choice of method.
  3. Job enrichment: Job enrichment increases the employees’ autonomy over the planning and execution of their own work, leading to self-assigned responsibility. Because of this, job enrichment has the same motivational advantages as job enlargement, however, it has the added benefit of granting workers autonomy. Frederick Herzberg viewed job enrichment as ‘vertical job loading’ because it also includes tasks formerly performed by someone at a higher level where planning and control are involved.
  4. Scientific management: This philosophy is oriented toward the maximum gains possible to employees. Managers would guarantee that their subordinates would have access to the maximum of economic gains utilizing rationalized processes. Organizations were portrayed as rationalized sites, designed and managed according to a rule of rationality imported from the world of technique.


  1. Employee Input: A good job design enables good job feedback. Employees have the option to do various tasks as per their personal and social needs, habits, and circumstances in the workplace.
  2. Employee Training: Training is an integral part of job design. Contrary to the philosophy of “leave them alone’ job design lays due emphasis on training people so that are well aware of what their job demands and how it is to be done.
  3. Work Rest Schedules: Job design offers good work and rest schedule by clearly defining the number of hours an individual has to spend in his/her job.
  4. Adjustments: A good job design allows for adjustments for physically demanding jobs by minimizing the energy spent doing the job and by aligning the manpower requirements for the same.