Principles are the bases of the approach used in job design. Robertson and Smith (1985) have suggested the following five principles of job design:
- To influence skill variety, provide opportunities for people to do several tasks and combine tasks.
- To influence task identity, combine tasks and from natural work units.
- To influence task significance, form natural work units and inform people of the importance of their work.
- To influence autonomy, give people responsibility for determining their own working systems.
- To influence feedback; establish good relationship and open feedback channels.
Methods or Techniques of Job Design
The various techniques of job design and redesign are as follows:
1.Job Simplification:
In job simplification, the complete job is broken down into small sub parts; this is done so that employee can do these jobs without much specialized training. For job simplification, generally time and motion studies are used.
2.Job Rotation:
Another technique designed to enhance employee motivation is job rotation, or periodically assigning employees to alternating jobs or tasks.
3.Job Enlargement:
Another means of increasing employee’s satisfaction with routine jobs is increasing the number of tasks performed (i.e. increasing the scope of the job). This is called job enlargement.
4.Job Enrichment:
The concept of job enrichment has been derived from Herzberg’s two- factor theory of motivation in which he has suggested that job content is one of the basic factors of motivation. If the job is designed in such a manner that it becomes more interesting and challenging to the job performer and provides him opportunities for achievement, recognition, responsibility, advancement and growth, the job itself becomes a source of motivation to the individual.
According to P. Robbins, “Job enrichment refers to the vertical expansion of the jobs. It increases the degree to which the worker controls the planning, execution and evaluation of his work.”
