Job Design and Work Measurement Part I Enova Reynan R.

Job Design
and Work
Measurement: Part I
Prepared by:
Enova, Reynan R.
OBJECTIVES: FR
1. Identify the objectives, challenges and benefits of a good

human resources strategies.
2. Understand the types of employment stability policies
involved in labor planning.
3. Define and identify the components of involve in job
design.
4. Understand the psychological factors in job design.
5. Explain to improve employee performance by
understanding the ergonomic issues in the workplace.
FR
HUMAN
RESOURCE
STRATEGY
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FR
EXPENSIVE
CHALLENGES
DIFFICULT TO ACHIEVE
HARD TO SUSTAIN
DESIGN JOBS EFFECTIVE AND

GOOD HRS OBJECTIVES EFFICIENT UTILIZATION
MANAGE LABOR OF PEOPLE
BENEFIT COMPETITIVE
ADVANTAGE
FR
Constraints on Human Resource Strategy
FR
LABOR
PLANNING
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EMPLOYMENT-STABILITY POLICIES FR
Employment stability deals with the number of employees maintained by an organization
at any given time. The two very basic policies for dealing with stability are:
1. Follow demand exactly: Following demand exactly keeps direct labor costs tied to
production but incurs other costs. These other costs include (a) hiring and layoff costs,
(b) unemployment insurance, and (c) premium wages to entice personnel.
2. Hold employment constant: Holding employment levels constant maintains a trained
workforce and keeps hiring, layoff, and unemployment costs to a minimum. However,
with employment held constant, employees may not be utilized fully when demand is low,
and the firm may not have the human resources it needs when demand is high. This
policy tends to treat labor as a fixed cost.
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FR
JOB
DESIGN
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1. LABOR SPECIALIZATION FR
Labor specialization, or job specialization, simply means a division of labor.

This could assist in reducing labor costs of multiskilled artisans. This is
accomplished in several ways:
1. Development of dexterity and faster learning by the employee because of
repetition.
2. Less loss of time because the employee would not be changing jobs or tools.
3. Development of specialized tools and the reduction of investment because
each employee has only a few tools needed for a particular task.
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2. JOB EXPANSION FR
Job expansion operates on the theory that variety makes the
job “better” and that the employee therefore enjoys a higher
quality of work life. There are 2 approaches in job expansion
and these are:
A. Job enlargement - This occurs when we add tasks requiring
similar skill to an existing job. Job rotation is a version of job
enlargement that occurs when the employee is allowed to move
from one specialized job to another.
B. Job enrichment – This is a method of giving an employee more responsibility that includes some
of the planning and control necessary for job accomplishment;
vertical expansion.
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3. PSYCHOLOGICAL COMPONENTS FR
An effective human resources strategy also requires consideration of the psychological
components of job design. These components focus on how to design jobs that meet some
minimum psychological requirements.
A. Hawthorne Studies
-conducted in the 1920s at Western Electric’s Hawthorne plant near Chicago.
-aimed to determine the impact of lighting on productivity.
-found that the dynamic social system and distinct roles played by employees is more
important than the intensity of the lighting. Additionally, they found that individual
differences may be dominant in what an employee expects from the job and what the
employee thinks her or his contribution to the job should be.
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3. PSYCHOLOGICAL COMPONENTS FR
B. Core Job Characteristics
1. Skill variety, requiring the worker to use a variety of skills and talents.
2. Job identity, allowing the worker to perceive the job as a whole and recognize
a start and a finish.
3. Job significance, providing a sense that the job has an impact on the
organization and society.
4. Autonomy, offering freedom, independence, and discretion.
5. Feedback, providing clear, timely information about performance
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4. SELF DIRECTED TEAMS FR
A self-directed team is a group of empowered individuals working

together to reach a common goal. These teams may be organized for
long- or short-term objectives. Teams are effective primarily because
they can easily provide employee empowerment, ensure core job
characteristics, and satisfy many of the psychological needs of individual
team members.
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5. MOTIVATION AND INCENTIVES FR
Psychological components of job design provide insight into the
factors that contribute to job satisfaction and motivation. In addition to
these psychological factors, there are monetary factors. Money often
serves as a psychological as well as financial motivator. Monetary
rewards take the form of bonuses, profit and gain sharing, and incentive
systems. Bonuses, in cash, stock ownership, or stock options, are often
used to reward employees.
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FR
ERGONOMICS
AND THE WORK
ENVIRONMENT
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FR
Ergonomics is defined as the study of the human interface with the
environment and machines or simply the “study of work”.
Understanding ergonomic issues is important because it can help
improve human performance
A. Operator Input to Machines.
Operations managers need to be sure that operators have the
strength, reflexes, perception, and mental capacity to provide
necessary control.
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FR
B. Feedback to Operators
Feedback to operators must be provided to operators clearly and
concisely either by sight, sound, and/or feeling order to reduce the
chance of human error.
C. The Work Environment
The controllable aspect of physical environment in which employees work,
such as illumination, noise and vibration, temperature, humidity, and air
quality, must be monitored and put at a level that will provide maximum
comfort and safety to people. Managers with activities operating outside the
established comfort zone should expect adverse effect on performance.
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ANTHROPOMETRIC ASPECTS FR
Anthropometric aspects refer to the
aspects related to people’s size, shape and
other physical abilities. Designing work
areas should put into consideration the
variations in people’s size and capabilities.
Illustration 2 shows the idea of size variation. Only 5 per cent of the population are
smaller than the person on the extreme left, whereas 95 per cent of the population are
smaller than the person on the extreme right. When this principle is applied to other
dimensions of the body, for example arm length, it can be used to design work areas.
The illustration also shows the normal and maximum work areas derived from
anthropometric data.
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Thank you!
E N D O F P R E S E N TAT I O N .

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Job Design

1. Identify the objectives, challenges and benefits of a good

DESIGN JOBS EFFECTIVE AND

Labor specialization, or job specialization, simply means a division of labor.

A self-directed team is a group of empowered individuals working

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