1. Conditions Necessary to Empower Employees
Employee Empowerment
Participation
Innovation
Conditions Necessary to Empower Employees
Employee empowerment involves granting employees power to initiate change, thereby encouraging them to take charge of what they do. To truly empower employees, organizations must encourage the following conditions:
Participation. Employees must be encouraged to take control of their work tasks. They must be given input into the determination of how tasks are to be accomplished, based on their experience with the procedures. Participation in these decisions in turn affects how employees care about their work processes and interpersonal work relationships.
Innovation. The work environment must be receptive to people with innovative ideas and encourage people to explore new paths. Curiosity must be encouraged.
Access to Information. Employees must have access to a wide range of information. Often, this means giving employees the authority to request information when they want it. Involved individuals make decisions about what kind of information they need for performing their jobs.
Accountability. Employees must be accountable for their behavior and the outcomes of their activities, producing agreed-upon results and being evaluated on the basis of that performance.
Accountability
Access to Information
Unit - II 16BA609 & Human Resource Management, Mr.K.Mohan Kumar, AP/MBA

2. Nature of Job Design Job Enlargement Job Enrichment Job Rotation
Broadening the scope of a job by expanding the number of different tasks to be performed.
Job Enrichment
Increasing the depth of a job by adding the responsibility for planning, organizing , controlling, and evaluating the job.
Job Rotation
The process of shifting a person from job to job.
Unit - II 16BA609 & Human Resource Management, Mr.K.Mohan Kumar, AP/MBA

3. Job Characteristics Model
Unit - II 16BA609 & Human Resource Management, Mr.K.Mohan Kumar, AP/MBA
Figure 6–3

4. Characteristics of Jobs
Unit - II 16BA609 & Human Resource Management, Mr.K.Mohan Kumar, AP/MBA

5. Job Design (Cont.)
Job enlargement - Changes in scope of job to provide greater variety to worker
Reengineering - Fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures of performance, such as cost, quality, service and speed

6. Developing Jobs for Individuals and Teams
Job Design
Organizing tasks, duties, and responsibilities into a productive unit of work.
Job Design
Job Satisfaction
Job Performance
Physical and Mental Health
Unit - II 16BA609 & Human Resource Management, Mr.K.Mohan Kumar, AP/MBA

7. Job Design Organizational Objectives Industrial Engineering
Employee Contributions
The Job
Job Design is an outgrowth of job analysis that improves jobs through technological and human considerations to enhance organization efficiency and employee job satisfaction. Successful job design is a combination of four basic considerations:
Organizational Objectives. These include the tasks, duties, and responsibilities to be performed. Division of labor decisions are based on the overall organizational objectives set by upper management and form the basis of job creation.
Industrial Engineering. Industrial engineering is a field of study concerned with analyzing work methods and establishing time standards. This involves observation and stopwatch timing of how long it takes to complete a given work cycle. Standards are developed and subsequent modifications are based on worker improvement based upon experience and learning. While objective, this element of job design often is at odds with psychological processes related to worker satisfaction.
Ergonomic Concerns. Ergonomics is an interdisciplinary approach to designing equipment and systems that can be used easily and efficiently by human beings. It seeks to “fit the machine to the person rather than the person to the machine.” Ergonomics is an important counterbalance to industrial engineering in job design. It also attempts to minimize the harmful effects of carelessness, negligence, and other human failings that can cause product defects and possible injury and death to employees.
Employee Contributions. Employee contributions are seen in work process improvements based on line experience and the implementation of decentralized decision making. Techniques for gaining employee contribution include employee empowerment, employee involvement groups, and work teams. Note: Empowerment is covered in greater detail on the following slide.
Ergonomic
Concerns
Unit - II 16BA609 & Human Resource Management, Mr.K.Mohan Kumar, AP/MBA

8. Job Enrichment Enhancing a job by adding more
meaningful tasks and duties
to make the work more
rewarding or satisfying
Unit - II 16BA609 & Human Resource Management, Mr.K.Mohan Kumar, AP/MBA

9. Employee Empowerment Granting employees power to initiate change,
thereby encouraging them to take charge
of what they do
Unit - II 16BA609 & Human Resource Management, Mr.K.Mohan Kumar, AP/MBA

10. Conditions Necessary to Empower Employees
Employee Empowerment
Participation
Innovation
Conditions Necessary to Empower Employees
Employee empowerment involves granting employees power to initiate change, thereby encouraging them to take charge of what they do. To truly empower employees, organizations must encourage the following conditions:
Participation. Employees must be encouraged to take control of their work tasks. They must be given input into the determination of how tasks are to be accomplished, based on their experience with the procedures. Participation in these decisions in turn affects how employees care about their work processes and interpersonal work relationships.
Innovation. The work environment must be receptive to people with innovative ideas and encourage people to explore new paths. Curiosity must be encouraged.
Access to Information. Employees must have access to a wide range of information. Often, this means giving employees the authority to request information when they want it. Involved individuals make decisions about what kind of information they need for performing their jobs.
Accountability. Employees must be accountable for their behavior and the outcomes of their activities, producing agreed-upon results and being evaluated on the basis of that performance.
Accountability
Access to Information
Unit - II 16BA609 & Human Resource Management, Mr.K.Mohan Kumar, AP/MBA

11. Industrial Engineering
A field of study concerned
with analyzing work methods
and establishing time standards
Unit - II 16BA609 & Human Resource Management, Mr.K.Mohan Kumar, AP/MBA

12. Ergonomics An interdisciplinary approach
to designing equipment and systems
that can be easily and efficiently
used by human beings
Unit - II 16BA609 & Human Resource Management, Mr.K.Mohan Kumar, AP/MBA

13. Work Design and Job Analysis: For Managers

14. Introduction
Workforce planning is, in the broadest sense, the activity required to map the human resources required to achieve an organisation’s strategy.
Work design deals with the way work is organised and managed including structures and grouping of functions.
Job analysis is the process of describing what work needs to be done and includes specific responsibilities and working relationships.
The manager is responsible for designing structure and jobs but it is also advisable that staff also are involved in designing jobs.
When designing a new structure affected staff must be consulted prior to changes being made

15. Why undertake work design activity?
Organisational change delivers many opportunities to look carefully at how work is structured in the context of:
How the work contributes to the achievement of the University objectives and plans
Work process improvement activity
The opportunities emerging from new technologies
CSU sustainability agenda
Current and future resourcing/budgets

16. What does it achieve?
Well designed work aims to strike a balance between:
Functional effectiveness
ie: does the work design increase productivity and enhance efficiency.
Human values
ie: does the work design maintain or enhance job satisfaction and health and safety.
In this way work is viewed more of a group function based on what works for overall performance, rather than a series of static individual jobs and task descriptions.

17. When are jobs analysed?
When vacancies occur – this provides an opportunity to learn from the outgoing person about what was good and bad about the job and what could be changed.
When creating a new position - this provides an opportunity to review the changing needs of the workplace
When introducing workplace change such as technology or new processes that will impact on the way work is currently done.
When designing a new structure to deliver services.

18. Well designed jobs provide
Task Identity Whole and identifiable pieces of work with clear objectives and a visible outcome
Task significance Work fits the purpose of the organisation
Skill variety Requires a range of skills and talents; provides challenge
Autonomy Substantial discretion and decision making (within set boundaries)
Feedback Work provides direct and clear information about effectiveness and performance
Working environment Opportunity to interact with others; minimisation of environmental risks

19. 10 Principles of well designed jobs……….
All jobs have clearly defined activities, responsibilities and accountabilities which contribute to the overall objectives of the organisation
Issues to be considered:
What functions/activities are to be undertaken? Why are they needed?
How do these contribute to the overall objectives of the organisation?
How do the activities relate to the workforce plan?
Is the job being designed around existing staff rather than the organisation’s needs?

20. Well designed jobs………. Are located correctly within the organisation
Issues to be considered:
Relationship mapping – what interactions are required between organisational units, across functions and between roles?
Do roles overlap? Is there role clarity?
How can the grouping of tasks provide a cost-efficient process?
Are there specialised or rare skills that are best grouped together?

21. Well designed jobs……….
3 Allow for a degree of discretion and decision making by the employee
Issues to be considered:
Are the responsibilities, accountabilities and delegations allocated optimally?
Is it possible for tasks to provide a coherent whole as well as variety for the individual employee?
Where do decisions get made? Is work checked unnecessarily? (Ideally, the duties of a job should be identified before the supervisory / managerial structure is developed)
Is the job responsible for managing or doing – if both, is this feasible?

22. Well designed jobs……….
4 Do not include unnecessarily complex tasks or tasks that do not contribute to the achievement of the organisations objectives
Issues to be considered:
Why is the task being done?
Can some workflows be eliminated, simplified or streamlined?
Make the best use of the available technology
Are there efficiencies and/or job satisfaction that could be gained through technological solutions?

23. Well designed jobs……….
7 Have workload that can be successfully completed within working hours.
Are physically and socially integrated with other jobs and staff.
Are free of discriminatory or stereotypical assumptions.
10 Are physically safe.

24. Human Resources can work with managers to:
Design work and jobs which suit the purpose of the workplace.
Consider a range of different ways of working
Identify any organisational restraints that may need to be addressed to move forward
Advise on the range of activities associated with workplace change including:
staff consultation
change management plans
writing statements of duties
identifying appropriate classifications
recruitment, translation of staff into new structures etc.