Objectives of Job Design

Job design refers to the process by which tasks are structured to enhance the efficiency and productivity of workers. Managers design jobs to reduce worker inputs (time and physical effort) and maximize their output. Job design must be behaviorally, technically and economically feasible for workers and the organization both.  The three types of feasibility are discussed below:

Economic feasibility

The primary aim of a business organization is to make profits. In order to achieve profits, organizations require to control their costs and other expenditure also. The costs related with purchasing materials, compensating employees, maintaining stocks, and the costs of providing essential equipment to perform jobs should be such that it is cost-effective to carry out production activities at the required production levels.

Technical feasibility

The set of duties or tasks alloted to a worker must be designed to keep the workload at a specified and convenient level, i.e. the workload for every worker should be in the reasonable limits of his skills, and also physical and mental ability. Job design must take into consideration the machinery and equipment needed to perform the job. The organization should give the necessary machinery and equipment that performs the desired tasks. Also, employees should be selected and trained in a way to achieve goals and objectives set forth by the organization.

Behavioral feasibility

The nature of duties and responsibilities that characterize a job influence the perception jobholders have of themselves and their perception of others. When an important responsibility is delegated to a worker, it enhances his self-esteem and motivates and stimulates him to work harder. Job design needs to take these behavioral factors into consideration, as behavioral traits and attitudes of people have a significant impact on the effectiveness of an organization.

A manager has to balance the above three feasibilities in order to arrive at an effective job design. For instance, an organization planning to improve productivity cannot just assign more job responsibilities to a worker. Overworked employees may become demotivated, and, as a result, the quality of their work might be affected. The organization should design jobs in such a way that it increases motivation level of its workers, and at the same time ensures that there is no reduction in production efficiency in terms of quality and cost performance.  Hence, the objective of a good job design should be to allow these three aspects to coexist without conflicts, as depicted in Figure 7.2.  

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