Good morning, everyone! I am Shane Danielle Gloria, assigned to discuss the content of the Job design.

First, allow me to provide an overview of our understanding regarding job design.

1st slide -p.32

Job design is critical in understanding the various factors of a job like duties, techniques
required, hierarchies, skill-sets required, motivation of employees etc. We can say that job design
has never been more relevant that’s why we can tell that jobs are changing dynamically, and new
jobs are invented every day. In this discussion, we will explain the basics of job design and how
it can lead to jobs that add value to the organization while being motivating and fun for the
employee. There are several ways in which the requirements of a job can be identified.

2nd slide – p.33

The first one is Job Specialization, also known as Job simplification. It involves consideration of
working on only one part of a product(i) Mechanical processing of work;; (ii) Predetermining
tools and techniques (iii); and (iv) Repetitive work process. However, this method has
limitations, because over simplification may result in boredom which may lead in turn to errors.

Example:
Perhaps one of the industries where it is easiest to visualize job specialization is manufacturing,
specifically for employees who work on an assembly line. On an assembly line, production
activities are broken up into simple tasks that are carried out by different employees throughout
the process and system. Oftentimes, these employees become specialized in the specific role that
they play and are responsible for repetitively completing one task.

3rd slide – p.34

Job rotation, on the other hand, is one of the methods of job design which is an answer to the
problem of boredom. Job rotation implies the shifting of an employee from one job to another.
With job rotation, a given employee performs different jobs but, more or less, jobs of the same
nature.

Example: Most common industry that adapts job rotation program are the medical facilities, or
hospitals, it helps to reduce the burnout in the nurses, as the stress of each department varies and
the change prevents anyone getting too overloaded.

4th slide -p.35

Next is “Job enlargement”, it is the process of increasing the scope of a job by adding more
tasks to it. The related tasks are combined. Job enlargement involves expanding the number of
tasks or duties assigned to a given job. Job enlargement therefore, naturally is opposite to work
simplification. 

Example:
This time we can consider the employees in a customer service setting. We know that providing
exceptional customer service takes a commitment to answering customer needs and concerns.
Job enlargement with customer service can provide an opportunity to learn more about how

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 customers interact with the organization and how to respond to their questions or issues. For
example, your job in an automotive department involves responding to customer emails and
enlarging to other customer service tasks, such as greeting customers and monitoring social
media channels.

5th slide -p.36

Lastly, we have “Job enrichment”, it is the method of job design that focuses at enriching the
work of the employee by adding more responsibility, value and decision-making powers. This
enriches an individual not only professionally but also adds to personal development.

Example:

This time lets consider the employees working in a marketing department: Let’s say
we hired a writer. And then we would ideally assign them new articles based on briefs
provided by the content manager. When done, their articles would get proofread by an
editor and checked by the manager for optimization purposes.

Through the lens of job enrichment, our new talent is still doing their job of writing
articles. But, instead of just writing, they can now create their own briefs, write the
content, optimize it for SEO, proofread and publish it on time. As you can see, they are
now in charge of the entire process.

6th slide – p.37

Let’s take a look in the Job Characteristics Model as flashed in the screen. The Job
Characteristics Model is a theory that is based on the idea that a task in itself is the key to the
employee’s motivation. In short, a boring and monotonous job with negative stress is disastrous
to an employee’s motivation whereas a challenging, versatile job has a positive effect on
motivation.

Now, if I may share the history of work redesign,

As reference, in 1980, Richard Hackman and Greg Oldham presented the definitive form of the
Job Characteristics Model in their book ‘Work Redesign’. 

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 According to the definitive version of the Job Characteristics Model, five core job characteristics
were to invoke three psychological states in employees: the five core job characteristics can be
found in the middle of the diagram that is now presenting on the screen, the five core job
characteristics affect three psychological states surrounding it, the ff. are the; Implementing
Concepts (i), Critical Psychological States (ii), and Personal and Work Outcomes (iii).

7th slide – p.38

These five characteristics, which is the Core Job Dimensions of the diagram previously shown,
lead to a lot of favourable personal and work results. Hackman and Oldham define the five job
characteristics as follows:

First one is the Skill variety. which refers to the degree to which a job demands different
activities in the execution of the tasks, where various skills and talents of the working person are
used.

For example, a "morning person" who is sluggish after lunch may arrange his work day to put
the most challenging tasks in the morning and leave the easier tasks for the afternoon.

Next is Task Identity, it is the overall extent to which - a job is done from the start point A to
finish point B. The extent to which the outcome is predicted or visible

For example, a craft worker who takes a piece of wood and transforms it into a custom-made
piece of furniture, such as a desk, has higher task identity than a worker who performs only one
of the numerous operations required to assemble a television.

Another characteristic is what we called the Task Significance, a the degree to which the job has
a substantial impact on the lives of other people not just within the organisation, but also on
society as a whole. And of course, Autonomy, refers to the degree to which an employee can
work independently. And lastly, Feedback, whereas for the performance of the employees, it’s
important that they are informed of the effectiveness of their recent performances.

8th slide – p.39

To sum it up, the job characteristics model (JCM) is an approach to job redesign that seeks to
formulate jobs in ways that motivate workers and lead to positive work outcomes. Thus, the
central concern of the JCM is internal motivation. Internal motivation is a motivation that
comes from the job itself rather than from outside rewards such as a raise or praise from the boss.
If workers feel that performing the job itself is rewarding, then, we can all agree that the job has
internal motivation.

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