Job Design

 

          Proper job design can have an important effect on working productivity. While this fact has been recognized for some time, considerable research is still required to determine the optimum structure for jobs in particular occupational settings. As there are different approaches to job design, the optimum job design may require trade-offs among these approaches. Current attention is shifting from issues of the individual worker to issues focusing on work groups as a basic unit, especially in manufacturing and related industries.

        One of the most important aspects of job design, based on a team concept, is to provide for self-management. To the extent possible, a team should have responsibility for its own activities, including such matters as making decisions about scheduling and employee assignments and participating in the selection of new team members. The principal responsibility of management is to provide resources so that the team operates smoothly. Participation by all team members is another aspect to be considered. There should be equal sharing of the burden and jobs should be designed so that employee interaction is required. There should also be task significance — team members should feel that their contribution is important.

        Moving to a team concept in aircraft maintenance is not easy. It may also not be suitable to all maintenance organizations. However, if implemented, team design must be carefully worked out and team performance regularly observed. What works in one airline may not work well in another. Each company's culture must be considered when designing work teams. The potential for worker satisfaction and for improved output appears to be sufficiently high with well-structured teams to be worth the effort to carefully examine this concept.

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