How can jobs be redesigned

Download this concise introduction to OD. Written by HR, for HR. The second part of the definition is about the rearrangement of tasks and responsibilities. Rather, certain tasks get automated. This can now be done automatically, using an algorithm, changing the role of a junior accountant into more of an advisor kind of position. In line with this, HR administration is nowadays often digitized and in the hands of employees and managers through self-service tools.

This reduces the administrative tasks for people like HR advisors, opening up their schedule to focus on value-adding analysis and strategic advice. Similarly, HR reporting is increasingly automated with integrated, self-service dashboards. This enables the data analyst to focus more of their time on more advanced, value-adding reports. This means that technology automates certain tasks, resulting in job changes.

Some jobs will get new tasks, while others disappearing. This process is illustrated in the image below. Job redesign also referred to as work redesign is the process of rearranging these tasks and responsibilities to align them with the changing reality of work. This structured job redesign approach will help you navigate through each of these phases. Job redesign becomes relevant when there is a suspicion that job requirements have changed and need to be updated.

This can be because tasks are automated and need to be replaced, or because tasks require new skills. An example of the latter is the increase in digital skills required for working in many jobs.

These skills depend on the role, of course, but could include blind typing, using software like MS Office, proper use of computers, social media use, and programming. These findings are expected to hold true for all developed nations. There could also be an organizational incentive for job redesign. When a consulting firm wants to focus their future service offering on giving advice, or when a brick and mortar chain wants to invest in online capabilities, they require different people in sometimes existing roles.

This is also where job redesign comes in. Usually, the changing reality triggers something in the organization that leads to the request for job redesign. Depending on the request, your analysis and your stakeholder management will be different. The goal of the first phase is to identify the changing need and selection of a number of jobs or job categories that are most impacted by this change and therefore should be analyzed for redesigning.

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There are different methods to do this, including the Functional Job Analysis, the task inventory, the Job Element Method, narrative task or function descriptions, or the critical incident technique. Describing all techniques in detail would go beyond the scope of this article. However, they all boil down to three elements. First, they analyze what tasks are being done now. Second, they rate how important these tasks are. And third, they inquire about the skills required to do the work properly.

The qualitative research method is used, i. A large-scale questionnaire survey was conducted in taking the hotel and resort industry and the banking industry in Thailand as its research sites. Multiple regression analysis was used to analyse the survey data obtained from sample respondent managers.

It is found that job redesign is significantly and inversely related to employee performance. Meanwhile job satisfaction is found to be positively and significantly related to employee performance. Moreover, the interaction effect between job redesign and job satisfaction is found to be positively and significantly related to employee performance.

Furthermore, when controlled for demographic characteristics of sample respondents, it is found that being in the age group of years old is significantly and inversely related to employee performance. These findings suggest that when firms implement job redesign, it is likely that it will negatively influence employee performance in the first stage of change.

Hence, firms should try to enhance employee job satisfaction while implementing job redesign so that the job redesign will result in improved employee performance. The findings suggest that implementing job redesign without concerned employees experiencing job satisfaction or merely implementing job redesign can result in a possible decreased employee performance.

These findings also suggest that any proposed job redesign will be an effective HR strategy to significantly mobilize employee performance only when firms ensure that the implementation of job redesign involves the concerned employees and enhances their job satisfaction. The idea is to motivate the performers while increasing their satisfaction level.

Enhances the Quality of Work-Life: Job redesigning motivates the employees and enhances the quality of their work life. It increases their on-the-job productivity and encourages them to perform better. The unambiguous job responsibilities and tasks motivate them to work harder and give their best output.

Not only this, it also results in increased productivity of an organization. Brings the Sense of Belongingness in Employees: Redesigning job and allowing employees to do what they are good at creates a sense of belongingness in them towards the organization. It is an effective strategy to retain the talent in the organization and encouraging them to carry out their responsibilities in a better fashion.

Creates a Right Person-Job Fit: Job Redesigning plays an important role in creating a right person-job fit while harnessing the full potential of employees.