Job Design and Position Descriptions
When there is a good fit between the employee and the job, employees report high levels of motivation, accomplishment and feeling good about themselves and what they are doing. Effective job design is the key. Job design is about structuring a job in terms of specific duties, tasks and responsibilities with appropriate consideration given to such factors such as:
|
Variety |
Finding a balance between repetitive and challenging tasks |
|
Responsibility |
Employees need to feel responsible for their work, either individually or as part of a team |
|
Autonomy |
Employees need to have some control and role in decision making related to their work |
|
Task identity |
Where a job involves doing a complete - from beginning to end - and identifiable piece of work with a visible outcome for the employee |
|
Feedback |
Constructive feedback about a person’s performance is important for job satisfaction - likewise, employees need to have opportunities to provide feedback to others |
|
Participation |
Employees need opportunities contribute to decisions that will affect their work |
|
Teamwork |
Jobs should provide opportunities for employees to build relationships with others as part of a work team |
|
Work environment |
All jobs should provide employees with a healthy and safe work environment which is free from discrimination and harassment |
Job design should also take into account:
§ the relationship between the job and other jobs within the work area
§ how many hours per week the job is for
§ whether the job is ongoing or short term
§ where the job will be located
§ what the wage will be
§ whether the job allows flexibility (eg hours, remuneration, home-based work etc)
Each job should be analysed from time to time to ensure the best use of employees and resources, and the best fit between the employee and the job. Decisions to recruit new employees can provide ideal opportunities to review job design.
A key benefit of units of competency is that they reflect the work actually performed in a job. Job functions can be mapped to units of competency which can then be used to describe work tasks or functions and build position descriptions. An employer can easily adapt or customise units as part of the job design process. Often, sufficient units can be selected within a job to lead to a formal qualification that will be easily recognised by industry. Attainment of competencies could be linked to salary and remuneration.
A simple process and number of tools are provided below to assist the job design process, and development of position descriptions. The resulting job profiles and templates below can then be used to develop position descriptions.
|
Methodology |
Process |
Templates/Notes |
Case Studies/Resources |
|
1. Gather |
§ Use techniques such as observation, interviews, questionnaires, group discussion and client feedback to gather information about: - the future directions and objectives of the enterprise and work area - the tasks to be done - why the tasks need to be done - how the tasks will be done - the impact on other positions - the physical location of the job - clients and their needs - work arrangements - supervision arrangements - subordinate arrangements |
|
|
|
2. Analyse the job |
§ Conduct detailed analysis of the job to determine the key duties and tasks to describe the job § Conduct a task analysis to include a listing of skills, knowledge and attitudes for the performance of each task § Map the main job functions to units of competency |
|
|
|
3. Write position |
§ Write a position description which is clear and explicit with regard to the skills, knowledge and competencies required for the position § Ensure the position title achieves three main objectives: - it should identify the position in a way which is clear and recognisable both internally and externally - it should indicate the main function of the position - it should reflect the level of the position in the organisation structure and be consistent with similar roles |
|