Change Implementation Techniques for Creating a Sense of Urgency

Technique 2.35 Job Design

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Introduction

Job design usually means thinking about a job, breaking it down into its component parts and then reconfiguring it to make sure that the following happens

The job gets done to the organisation's standards

The person doing the job is intrinsically motivated to do it

Usually job design involves enlarging jobs, ie adding tasks. An improvement on this is job rotation so that staff can learn that new tasks. The best way is to enrich the job so that people have a series of tasks to do that provides them with a sense of meaning and intrinsic reward.

Some questions

The traditional provider-led model of working time is inadequate. Customers cannot be dictated to. To be successful, organisations have to be more responsive and agile in delivering goods and/or services. As a result, when looking at jobs, you need to consider:

What is the job's core purpose?

What is the job's role?

What is the organisation's contribution to the job, ie is it a support role or front-line role?

What activities go to make up the job?

What are the key accountabilities and outcomes of the job?

What are the specific tasks?

At what level is the most appropriate training to be targeted?

(source: Stephen Bevan et al, 2007)


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