Case Study 1: Toyota – Job Rotation & Enrichment (Japan, 1990s–Present)
Background:
Toyota Motor Corporation, headquartered in Aichi, Japan, has long been recognized for its
innovative HR practices under the Toyota Production System (TPS). In the 1990s, as global
expansion grew, Toyota faced a problem: employee fatigue and monotony in repetitive assembly-
line jobs were reducing motivation and increasing errors.
Job Design Strategy:
Job Rotation: Employees were systematically rotated between tasks (e.g., assembling
doors, inspecting quality, painting), reducing monotony.
Job Enrichment: Workers were empowered to stop the production line (through the
Andon Cord) if they noticed a defect, giving them decision-making authority.
Team-based Work: Small, self-managed teams were formed where workers took
responsibility for output and improvement suggestions.
Outcome:
Absenteeism and error rates dropped by 23% (1998–2002).
Productivity increased, and Toyota maintained its reputation for high-quality cars.
Workers reported higher satisfaction as they felt valued in the decision-making process.
Teaching Point: Job design through rotation and enrichment not only reduces monotony but also
increases accountability and engagement.
Case Study 2: Google – Job Crafting for Innovation (USA, 2004–Present)
Background:
Google Inc. (Mountain View, California, USA) became famous in the early 2000s for encouraging
creativity among its workforce. A major HR challenge was how to retain talented engineers in a
highly competitive IT industry.
Job Design Strategy:
Job Crafting: In 2004, Google introduced the “20% Time Policy”, where employees
could spend 20% of their working hours on self-chosen projects unrelated to their
immediate role.
Job Enlargement: Employees were encouraged to work cross-functionally (engineering
+ product design + marketing).
Autonomy & Flexibility: Jobs were designed with minimal micromanagement, and
employees could choose how, where, and when to work.
Outcome:
Breakthrough innovations such as Gmail (2004), Google Maps (2005), and AdSense
emerged from these employee-driven projects.
Employee satisfaction and retention rates improved significantly in the 2005–2010 period,
even in a competitive market.
Google became one of the “Best Companies to Work For” (Fortune List, 2007 onwards).
Job design that gives autonomy and fosters creativity can lead to innovation and high retention in
knowledge-based industries.
Case Study 3: Starbucks – Barista Job Redesign (USA, 2008–2012)
Background:
In 2008, Starbucks (Seattle, USA) faced declining customer satisfaction and falling employee
morale. Barista jobs had become highly routine (just making coffee quickly), leading to high
turnover.
Job Redesign with Core Characteristics:
Skill Variety: Baristas were trained not only in coffee-making but also in customer service,
store operations, and upselling.
Task Identity: Employees were allowed to manage an order end-to-end (taking the order,
preparing, and serving), rather than just one step.
Task Significance: Starbucks emphasized the idea that baristas create a “third place” for
customers beyond home and office, highlighting social impact.
Autonomy: Stores gained more control over scheduling, layout, and community
engagement activities.
Feedback: Immediate customer reactions and mystery shopper feedback were shared
openly with employees.
Outcome:
Employee turnover reduced by 15% (2008–2011).
Customer satisfaction scores improved by 20% by 2012 (Starbucks Annual Report).
Starbucks was listed among Fortune’s Best Companies to Work For in 2010.
Teaching Point: Starbucks showed how aligning jobs with all five core characteristics enhances
employee motivation and performance.
Case Study 4: Tata Steel – Employee Job Enrichment (India, 2005–2015)
Background:
Tata Steel, Jamshedpur (India), realized in the mid-2000s that shop-floor employees felt
disengaged due to repetitive work. Management wanted to create more meaningful roles.
Job Redesign with Core Characteristics:
Skill Variety: Workers received multi-skill training (operating different machinery,
quality control, safety checks).
Task Identity: Teams were responsible for complete production batches rather than
isolated tasks.
Task Significance: The company linked employee efforts to “building the nation’s
infrastructure,” stressing pride in their role.
Autonomy: Employees were empowered through Quality Circles (introduced in 2005)
where they could suggest and implement process improvements.
Feedback: Regular review meetings and digital dashboards gave immediate feedback on
production quality and safety.
Outcome:
Productivity per employee rose by 30% (2005–2010).
Tata Steel won the Asian HR Leadership Award (2011) for employee engagement
practices.
Employee satisfaction scores improved, with lower absenteeism and attrition.
Tata Steel’s application of core job characteristics proved that even in heavy industry, enriched
job design leads to higher engagement and efficiency.
