Chapter 9a
Job design
and work
organization
Source: Bettman/Corbis
Slack, Chambers and Johnston, Operations Management 5th Edition © Nigel Slack, Stuart Chambers, and Robert Johnston 2007
The elements of job design
Slack, Chambers and Johnston, Operations Management 5th Edition © Nigel Slack, Stuart Chambers, and Robert Johnston 2007
The objectives of job design
quality
speed
dependability
Job
design
impacts on
flexibility
cost
health and safety
quality of working life
Slack, Chambers and Johnston, Operations Management 5th Edition © Nigel Slack, Stuart Chambers, and Robert Johnston 2007
Some influences on job design and work organization
Division of labour
Flexible
working
Scientific
management
Job design
Team working
Empowerment
Ergonomics
Behavioural
approaches
Slack, Chambers and Johnston, Operations Management 5th Edition © Nigel Slack, Stuart Chambers, and Robert Johnston 2007
Evolution of Job Design
1900s to 1960s
Scientific Management/Assembly Lines
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Task specialisation
Minimal worker skills
Repetition
Minimal job training
Mass production
Piece-rate wages
Time as efficiency
Minimal job responsibility
Tight supervisory control
Slack, Chambers and Johnston, Operations Management 5th Edition © Nigel Slack, Stuart Chambers, and Robert Johnston 2007
Evolution of Job Design
1970s to 2000s
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Horizontal job enlargement
Vertical job enlargement
Job responsibility and empowerment
Training and education
Job rotation
Higher skill levels
Team problem solving
Employee involvement and integration
Focus on quality
Slack, Chambers and Johnston, Operations Management 5th Edition © Nigel Slack, Stuart Chambers, and Robert Johnston 2007
These elements of job design can be
used to help analyse a particular job
situation
Worker
Analysis
Task
Analysis
Environmental
Analysis
Slack, Chambers and Johnston, Operations Management 5th Edition © Nigel Slack, Stuart Chambers, and Robert Johnston 2007
Task Analysis
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Description of tasks
Task sequence
Function of tasks
Frequency of tasks
Relationship with other jobs/tasks
Performance Information requirements
Control requirements
Error possibilities
Task duration(s)
Equipment requirements
Slack, Chambers and Johnston, Operations Management 5th Edition © Nigel Slack, Stuart Chambers, and Robert Johnston 2007
Worker Analysis
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Capability requirements
Performance requirements
Skill level
Physical requirements
Mental stress
Boredom / Motivation
Level of responsibility
Quality responsibility
Empowerment level
Slack, Chambers and Johnston, Operations Management 5th Edition © Nigel Slack, Stuart Chambers, and Robert Johnston 2007
Environmental Analysis
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Work place location
Process location
Temperature and humidity
Lighting
Ventilation
Safety
Logistics
Space requirements
Noise
Slack, Chambers and Johnston, Operations Management 5th Edition © Nigel Slack, Stuart Chambers, and Robert Johnston 2007