Shri Vile Parle Kelvani Mandals

Mithibai College of Arts,Chauhan Institute of Science & Amrutben Jivanlal college of Commerce and Economics Vile Parle (West) Mumbai 400056 A PROJECT ON

IMPORTANCE OF JOB DESIGN, JOB ENLARGEMENT AND JOB ENRICHMENT IN ORGANISATION

IN THE SUBJECT

HUMAN RESOURCE MANAGEMENT

SUBMITTED BY Name: Akash Umarbais Roll No.: 35 DIV: B

UNDER THE GUIDANCE OF Prof. Hari Krishnan TO

UNIVERSITY OF MUMBAI
For

MASTER OF COMMERCE PROGRAMME (SEMESTER - I) YEAR: 2012-13

CONTENT
Sr.No.
1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

PARTICULARS
Certificate Declaration Acknowledgement Synopsis Introduction Job Design Approaches to Job Design Importance Conclusion Bibliography

Pg.No..
3 4 5 6 7 8 12 17 24 25

Shri Vile Parle Kelvani Mandals Mithibai College of Arts,, Chauhan Institute of Science & Amrutben Jivanlal college of Commerce and Economics Vile Parle (West) Mumbai 400056

EVALUATION CERTIFICATE
This is to certify that the undersigned have assessed and evaluated the project on IMPORTANCE OF JOB DESIGN, JOB ENLARGEMENT AND

JOB ENRICHMENT IN ORGANISATION submitted by Akash Umarbais, student of M.Com. Part - I (Semester I) for the academic year 2012-13. This project is original to the best of our knowledge and has been accepted for Internal Assessment.

Name & Signature of Internal Examiner

Name & Signature of External Examiner

PRINCIPAL

College Seal

DR. KIRAN MANGAONKAR

Shri Vile Parle Kelvani Mandals

Mithibai College of Arts,, Chauhan Institute of Science & Amrutben Jivanlal college of Commerce and Economics Vile Parle (West) Mumbai 400056

DECLARATION BY THE STUDENT

I,
AKASH UMARBAIS,

student of M.Com. (Part I) Roll No.: 35 hereby

IMPORTANCE OF JOB DESIGN,JOB

declare that the project titled

ENLARGEMENT AND JOB ENRICHMENT IN ORGANISATION

for the subject

Economics submitted by me for Semester I of the academic year 201213, is based on actual work carried out by me under the guidance and supervision of Prof. Hari Krishnan. I further state that this work is original and not submitted anywhere else for any examination.

Place: Date: Name & Signature of Student

ACKNOWLEGEMENT
Any project or analysis cannot be completed without the guidance, assistance, inspiration and cooperation from various quarters. This report also bears the inspiration of many persons. I take this opportunity to express my deep gratitude to all whom helped me in the compilation of this study.

At the outset I express my thanks to Prof. Hari Krishnan and to all those who directly or indirectly helped me and have given me their insights and suggestions.

AKASH UMARBAIS

SYNOPSIS

IMPORTANCE OF THESE CONCEPTS IN ORGANISATIONS

Chapter I - INTRODUCTION

Organizations are increasingly facing the heat of attrition, which is not

good to health of the same. Lots of time, money and resources are spent into training an individual for a particular job and when he / she leaves the return on that investment equals null. Often it is not for the money that people leave; that may be the reason with the frontline staff but as we move towards the upper levels of organizational hierarchy, other reasons gain prominence. Many of those who quit their jobs complain of their jobs as uninteresting!

All this has compelled organizations to think of ways to make the job they offer interesting. Lots of efforts are made to keep monotony at bay; JOB DESIGNING is one of them. It is the process of making a job more interesting, challenging and satisfying for the employees. It can either be in the form of up gradation of responsibilities, increase in the range of influence and the challenges.

1.1 JOB
What is "JOB DESIGN"?

DESIGN

Job design refers to the way that a set of tasks, or an entire job, is organized. Job design helps to determine:

What tasks are done? , How the tasks are done? , How many tasks are done? , and In what order the tasks are done?

It takes into account all factors which affect the work, and organizes the content and tasks so that the whole job is less likely to be a risk to the employee. Job design involves administrative areas such as:

Job rotation, Job enlargement, Task/machine pacing, Work breaks, and Working hours.

A well designed job will encourage a variety of 'good' body positions, have reasonable strength requirements, require a reasonable amount of mental activity, and help foster feelings of achievement and self-esteem.

1.2 FEATURES OF JOB DESIGN

Good job design accommodates employees' mental and physical characteristics by paying attention to:

Muscular energy such as work/rest schedules or pace of work, and Mental energy such as boring versus extremely difficult tasks.

Good job design:

Allows for employee input. Employees should have the option to vary activities according to personal needs, work habits, and the circumstances in the workplace. Gives employees a sense of accomplishment. Includes training so employees know what tasks to do and how to do them properly. Provides good work/rest schedules. Allows for an adjustment period for physically demanding jobs. Provides feedback to the employees about their performance. Minimizes energy expenditure and force requirements. Balances static and dynamic work.

Job design is an ongoing process. The goal is to make adjustments as conditions or tasks change within the workplace.

1.3 GOALS OF JOB DESIGN

Goals can be in many difference areas and include: Task Variety To alleviate boredom, avoid both excessive static body positions and repetitive movements. Design jobs to have a variety of tasks that require changes in body position, muscles used, and mental activities. Two methods are job enlargement and job rotation. For example, if an employee normally assembles parts, the job may be enlarged to include new tasks such as work planning, inspection / quality control, or maintenance. Alternatively, the tasks may include working in the same department, but changing tasks every hour. For example, in a laundry facility employees can rotate between various stations (sorting, washer, dryer, iron, etc) as long as it provides for a change in physical or mental expenditure. Work Breaks / Rest Breaks Rest breaks help alleviate the problems of unavoidable repetitive movements or static body positions. More frequent but shorter breaks

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(sometimes called "micro breaks") are sometimes preferable to fewer long breaks. During rest breaks, encourage employees to change body position and to exercise. It is important that employees stretch and use different muscle groups. If the employee has been very active, a rest break should include a stationary activity or stretching. Allowance for an Adjustment Period When work demands physical effort, have an adjustment period for new employees and for all employees after holidays, layoffs, or illnesses. Allow time to become accustomed to the physical demands of work by gradually "getting in shape." Employees who work in extreme hot or cold conditions also need time to acclimatize.

Provide Training Training in correct work procedures and equipment operation is needed so that employees understand what is expected of them and how to work safely. Training should be organized, consistent and ongoing. It may occur in a classroom or on the job. Vary Mental Activities Tasks should be coordinated so that they are balanced during the day for the individual employee as well as balanced among a group of employees. You may want to allow the employee some degree of choice as to what types of mental tasks they want to do and when. This choice

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will allow the employee to do tasks when best suited to their 'alertness' patterns during the day. Some people may prefer routine tasks in the morning (such as checklists or filling in forms) and save tasks such as problem solving until the afternoon, or vice versa.

Chapter II- APPROACHES TO JOB DESIGN

Achieving good job design involves administrative practices that determine what the employee does, for how long, where, and when as well as giving the employees choice where ever possible. In job design, you may choose to examine the various tasks of an individual job or the design of a group of jobs. Approaches to job design include:

JOB ENLARGEMENT: Job enlargement changes the jobs to

include more and/or different tasks. Job enlargement should add interest to the work but may or may not give employees more responsibility.

JOB ENRICHMENT: Job enrichment allows employees to assume

more responsibility, accountability, and independence when learning new tasks or to allow for greater participation and new opportunities.

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2.1 JOB

ENLARGEMENT

Job enlargement refers to adding a few more task elements horizontally. Job enlargement involves performing a variety of jobs or operations at the same time. Thus it involves horizontal job loading as compared to vertical one in job enrichment. Job enlargement focuses on enlarging jobs by increasing tasks and responsibilities. It involves expansion of the scope and width of the job by means of a horizontal loading of certain closely related operations. For example if a clerk in an office who is doing the typing work is asked to type 20letters a day instead of 10 letters, his job is enlarged. Another way of job enlargement is that the clerk who is doing the typing work may also be assigned the tasks of drafting letters, sorting of incoming mail and filing the letters. This will reduce his monotony and make him satisfied with the job. This efficiency will also improve.

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2.2 JOB ENRICHMENT

According to Herzberg an enriched job has eight characteristics. These characteristics are as explained below:

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1. Direct Feed Back: There should be a direct feed back of the employees performance. Employees should be able to get immediate knowledge of the results they are achieving. The job evaluation can be inbuilt in the job or provided by a supervisor. 2. Client Relationships: When an employee serves a client or customer directly, he has an enriched job. The client can be outside the organization or inside. 3. New Learning: An enriched job allows the employee to learn more. He should feel that he is growing mentally. An employee, who is doing some intellectual work, is having an enriched job. 4. Scheduling Own Work: Freedom to schedule one's own work contributes to enrichment. Deciding when to tackle which assignment is an example of self scheduling. Employees who perform creative work have more oppor tunity to schedule their assignments as compared to employees performing routine jobs. 5. Unique Experience: An enriched job has some unique qualities or features as compared to the other jobs.

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6. Control Over Resources: One approach to job enrichment is that each employee should have. Control over his own resources and expenses. 7. Direct Communication Authority: An employee holding the enriched job will be allowed to communicate directly with people who use his output. 8. Personal Accountability: An enriched job holds the incumbent responsible for the results. He receives praise for good work and blame for poor work. From the above features of job enrichment we conclude that the management should take the following measures to enrich the job: o Give sufficient freedom to the employees in deciding about work methods, pace, sequence etc. o Increase responsibility o Encourage participation o Provide feedback to the employees o Make the personnel understand how tasks contribute to a finished product of the enterprise o Give adequate benefits to the employees. Management should provide extrinsic and intrinsic rewards to the employees depending upon their motivational patterns.

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Chapter III IMPORTANCE OF THESE CONCEPTS

JOB DESIGN
Good job design increases the value of the position to the organization, engages the worker and reduces individual and organizational risk. It leads to greater organizational effectiveness and efficiency and better results from employees. Key benefits include:

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Organizational Benefits
Increased productivity and efficiency Less need for close staff supervision, checking and control More effective work teams Skilled, flexible, responsive and able workforce to meet work requirements Targeted training to maximize value from training investment Improved talent management and succession planning Safer and healthier workplace Improved retention employee attraction, engagement and

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Employee benefits
Greater clarity of work role, purpose and accountabilities Shared understanding of work expectations with supervisor Good team cohesion as roles, relationships and resources are clearly defined Varied work and challenges, opportunity to develop work skills, flexibility and experience Targeted training to meet current and future job needs Better career pathways and developmental opportunities Safer and healthier workplace Support for work/life balance Increased job satisfaction and engagement

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JOB ENLARGEMENT
Argyris feels that "job enlargement avoids monotony which is the result of high degree of specialization and division of labour. Since a person performsa variety of jobs, he remains interested in this variety."An enlarged job can motivate the worker in the following ways. 1. Reduced Monotony: Howsoever interesting the job may appear in

the beginning, sooner or later people complain of boredom and monotony. Job enlargement if planned carefully can help reduce boredom and make it more satisfying and fulfilling for the employees. 2. Increased Work Flexibility: There is an addition to the number of

tasks an individual performs. There is thus an increased scope of carrying out tasks that are versatile and yet very similar in certain aspects. 3. No Skills Training Required: Since the individual has already

been performing the task in the past, there is no great requirement for imparting of new skills. However people and time management interventions may be required. The job thus gets more motivational for the one performing it.

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4.

Va ri et y of t ask s: - In job enlargement, horizontal loading

of the tasks is inhere. Increasing the number of tasks can reduce the level of boredom of the employees. 5. Enlarged and Meaningful Work Modules: Sometimes, the jobs are enlarged so that one worker completes a whole unit of work or a major portion of it. This will increase the satisfaction of the worker as he can see his contribution to the entire project. 6. Optimum Utilization of Abilities. Enlarged: Jobs tend to better utilize the physical and mental skills abilities of the workers. Enlarged jobs, with optimal levels of complexity can create tasks, which are challenging but attainable. 7. Worker Paced Control: In job enlargement, workers move from a machine paced production line to a job which is paced by them. The workers will enjoy his work more, if he can vary the rhythm and work at his own pace. He will also fell less tied in this way. 8. 59 Meaningful Feed Back: -

Enlarged jobs allow for more meaningful

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Performance feedback. It will be even more motivating if it is tied to evaluations and organizational rewards. According to Herzberg merely giving a worker different kind of jobs is not enough because the basic nature of the job remains the same. As such it does not work as mo t i v a t i n g f a c t o r . R a t h e r , t h e r e s h o u l d b e u p g r a d a t i o n o f a u t h o r i t y a n d responsibility.

JOB ENRICHMENT
Job enrichment is a very useful technique to motivate employees. The advantages of job enrichment are as follows: (i) In the routine jobs, the employees find their jobs very boring and monotonous. The number of such employees is generally considerable. The frustration of these employees can be removed by making the job interesting with the job enrichment. (ii) (iii) Job enrichment helps in reducing the rates of em Job enrichment motivates the employees intrinsically by p l o y e e t u r n o v e r a n d absenteeism. giving them opportunities for growth advancement and self realization. (iv) Task enforcement is made easy with the help of job enrichment and the skills of workers are increased. (v) (vi) The enriched jobs give more job satisfaction to the employees. Job enrichment is advantageous to the organization as there

is qualitative as well as quantitative improvement in output and

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there is higher satisfaction of the workers.(vii) Employees tend to be more creative when they work in an enriching context of complex and challenging jobs There are three key parts to the process of job enrichment 1. Turn employees' effort into performance:

Ensuring that objectives are well-defined and understood by

everyone. The overall corporate mission statement should be communicated to all. Individual's goals should also be clear. Each employee should know exactly how she fits into the overall process and be aware of how important her contributions are to the organization and its customers.

Providing adequate resources for each employee to perform well.

This includes support functions like information technology, communication technology, and personnel training and development.

Creating a supportive corporate culture. This includes peer support

networks, supportive management, and removing elements that foster mistrust and politicking.

Free flow of information. Eliminate secrecy. Provide enough freedom to facilitate job excellence. Encourage and

reward employee initiative. Flextime or compressed hours could be offered.

Provide adequate recognition, appreciation, and other motivators.

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Provide skill improvement opportunities. This could include paid Provide job variety. This can be done by job sharing or job rotation It may be necessary to re-engineer the job process. This could

education at universities or on the job training.

programmers.

involve redesigning the physical facility, redesign processes, change technologies, simplification of procedures, elimination of repetitiveness, redesigning authority structures. 2. Link employees performance directly to reward:

Clear definition of the reward is a must Explanation of the link between performance and reward is Make sure the employee gets the right reward if performs well If reward is not given, explanation is needed

important

3. Make sure the employee wants the reward. How to find out?

Ask them Use surveys( checklist, listing, questions)

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CONCLUSION
Now days each and every running organization use the techniques of motivation, as these technique affect the working of the employees. My project will contribute a little in this field because after the analysis I have made the results and responses shows that the most of the companies uses these techniques that are why more then 75% of the employees are satisfied with their jobs and are contributing their bests towards the organization. So at the end I must say that each and every organization must use the technique of motivation to motivate their employers

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BIBLIOGRAPHY
https://www.google.co.in/webhp?sourceid=chrome-instant&ie=UTF8&ion=1#https://www.google.co.in/blank.html

http://www.ccohs.ca/oshanswers/hsprograms/job_design.html#_1_2 https://www.google.co.in/webhp?sourceid=chrome-instant&ie=UTF-8&ion=1#hl=en&sclient=psyab&q=Features%20of%20Job%20Enrichment&oq=&gs_l=&pbx=1&fp=1&ion=1&biw=1360&bih=653&ba v=on.2,or.r_gc.r_pw.r_cp.r_qf.&cad=b

http://www.enotes.com/search?q=Importanc https://www.google.co.in/search?q=Importance+of+Job+Enlargement+in+organisation&oq=Importance +of+Job+Enlargement+in+organisation&sugexp=chrome,mod=8&sourceid=chrome&ie=UTF-8

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