job designing and tqm in human resource

Job Designing

and TQM in Human

ResourceSugandha Bisht 32080

Shaiwalini Bisht 32976

JOB DESIGNING

Systematic attempt to organize tasks, duties & responsibilities into a unit of work to achieve certain objectives.

Specification of the contents, methods, and relationships of jobs in order to satisfy technological and organizational requirements as well as the social and personal requirements of the job holder.

OBJECTIVES

• Greater job satisfaction.• Increase performance of the employees.• Maximise Internal Resources.• Decrease absenteeism & turnover.• Greater profitability.

ELEMENTS

• Task analysis - what task to be done? - how to be done? - how tasks fit together to form a job.

• Worker analysis - capabilities worker must possess - responsibilities worker will have

• Environmental analysis - physical env.- location lighting temperature noise, etc.

Job rotationJob enlargementJob enrichment

Large task that is completed by a group of specific task assignment.

Autonomous work groups.

Given a goal to achieve & control over its accomplishment.

Individual Group

Job design techniques

EXAMPLE

Amit’s duties & responsibilities :

Scheduling his sub-ordinate salesmen for sales.

Making reports of sales.Listening to consumer responses & feedbacks

& forwarding them to seniors.

NEW JOB DESIGN

• Job enrichment Scheduling his sub-ordinate salesmen + Target was given to him to achieve.

• Job enlargement Listening to consumer responses & feedback,

forwarding them to seniors. + Trained to guide & suggest unsatisfied

consumers.

JOB SPECIALIZATION

• Breaking jobs into small components.• Assigning specialists to do each part.• Increases efficiency & learning ability.• Decrease training cost.• Monotonous job, so, job dissatisfaction.

specialization

enlargement

enrichment

empowerment

Self directed teamIncrease relevance on employee’s Contribution &Increase acceptance of responsibilities of employees.

KEYS TO DESIGN A JOB

1. Job analysis -Process of obtaining the information necessary for job design. -Job analysis requires efficient collection of data about existing jobs and needs that new jobs are to address.

2. Job Characteristics

Aims to identify characteristics that make jobs intrinsically motivating and to specify the consequences of those characteristics.

• Resistance to change - skilled workers - labour unions - supervisor• Hard to find optimal level of enrichment & specialization

OBSTACLES

TQM

Total-made up of the whole.Quality-degree of excellence a product or service provides.Management-act, art or manner of planning, controlling, directing……..

Therefore, TQM is the art of managing the whole to achieve excellence.

Deming’s fourteen points for TQM

Create constancy of purpose.Adopt the new philosophy. Understand the purpose of inspection,for improvement of processes and reduction of cost.End the practice of awarding business on the basis of price tag alone. Improve constantly and forever every process. Institute modern training (for everybody!). Teach and institute leadership.Encourage employees to speak up.

Break down barriers between departments.Consider work standards carefully.Remove barriers to pride in workmanship.Institute a vigorous program of education and self-improvement for everyone.

Deming’s P-D-C-A Cycle

Plan

DoCheck

Act

TATA STEEL GETS AWARD FOR TQM

Mumbai, Oct 9Tata Steel has been awarded the Deming Application Prize for excellence in total quality management for 2008. The decision of confer the award on Tata steel was announced on Tuesday by the Deming Prize Committee instituted by the Japanese Union of Scientists and Engineers, a release from Tata Steel said, adding that the company was the first integrated steel company, outside Japan, to be awarded the honour for excellence in TQM. Mr B. Muthuraman, Managing Director, Tata St eel, said, “No other activity made us think so deeply about our business and relationships than the process of applying for the Deming Prize. TQM is a fundamental way of managing business and every organisation can gain from institutionalising the culture necessary to win this prize.” Mr Muthuraman dedicated the recognition to the employees of Tata Steel, its customers and business partners who had consistently embraced the culture of continuous improvement and demonstrated a great teamwork leading to several recognitions in the last 20 years since the TQM journey started at the company in 1988. The award ceremony will take place on November 12 in Tokyo

COMPANIES WHO IMPLEMENTED CONTINUOUS IMPROVEMENT

Wal-Mart The expansion of Wal-Mart Stores has been successfullyaccomplished with the application of the principles of TQM to their Designand Construction process

Motorola Motorola has a successfully working TQM process. Motorola’s fundamental objective is Total Customer Satisfaction. They have won the Baldrige award and are corporate leaders in TQM

THANKS