Job Design & Its Impact on Organizational Structure

8/2/2019 Job Design & Its Impact on Organizational Structure

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Year 2011-2012

Job Design & its Impact on

Building Organizational Structure

(Case study: universities in the private sector)

Mouhammad Fallah

Submits as part of BS in Business Adminstration

Supervision by: Dr. Sadek Nosirat


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Table of Content

Abstract Section 1 : Methodology of the Research.3,4 Section 2 : Job Design and Organizational Structure

Topic 1 Job Designo The Concept of Job Design...5o The objective of Job Design and Analysis ....6o Important Factors in Job Design7o Stages of Job Design .7,8o Benefits of Job Description9o Future Trends in Job Design ...9o Tips for Job Design..10,11

Topic 2 Organizational Structureo The concept of Organizational Structure .13o Organizational Structure Design .14o Objectives from Organizational Structure...15o Stages of Building Organizational Structure 16o Organizational Structure Dimensions..16o Characteristics of Organizational structure. 17o Modern Organization Theories18

Section 3 : Data Analysis (Field Study).........19______38 Conclusion39 Recommendations 40 References ..41 Questionnaire..42,43


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Abstract

Job design is the most important function at the organizations, regardlessof the interpretations differences of this concept, the aim of designing job

is to maximize the efficiency of organizations productivity in order to

continue with success.

The concept represents a set of organized procedures inside the job which

aim to establish the proper fit between employees and their work duties,

this will improve the work conditions as well as maximizing productivity and

shortening the time to achieve organization objective.

To perform a task , we must select the appropriate work methods and

techniques among those available , thats make job design significant , In

addition , designing job incorporate the extent of employees

responsibilities and commitment to achieve a given task .


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Section 1 Research Methodology

Research Problem:

Job design is used to link between job specification and candidates

qualifications to raisin employees satisfaction and support the overall

goals. Successful organizations are those that invest worker skills and relate

them to the work and give workers the proper motivation and rewards to

increase the job involvement in this correlated relation.

The problem in this research is the inability of organizations to coordinate

between job design, work, and the organization structure, besides falling inorganizational and managerial mistakes that impact negatively on the

organizational structure of the establishment.

The Importance:

The importance of this research for organizations realized by the

improvement and the rapid development of business world, changes andchallenges in businesses keep changing rapidly which require designing,

developing, and continually changing the institutional work in private and

government sector in order to work in a better environment that is flexible,

beside being able to work with variables withier inside or outside

organization environment.

Organizations that adapt to society and external environment can improve

and establish the proper change in job design which make the organization

stronger against challenges and help in accomplishing goals.

If proper job design is not implemented, organizations will fall beyond

challenges and their existence may be finished under the strong

competition among other organizations.


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The Objectives:

1- To show the effective impact of job design to organizationcompetitiveness.

2- To show the relationship between job design and the success oforganizational structure.

3- To explain how job design contribute in building theorganizationscompetitive advantage.

4- To explain the relationship between job design and the level of goodperformance.

5- To show the ability to coordinate between job design and buildingthe organizational structure.

Research Hypotheses:

Existed relationship with statistical references between jobdesign and building organizational structure.

Existed relationship with statistical references between jobdesign and the level of performance inside the organization.

Research Framework:

Analytical description by reviewing studies and lectures that discusses job

design and its impact on building organizational structure.

The frame work will include theoretical concepts that are related to the

research problem and then a practical study ofIUSTthe International

University for Science and Technology.

Questionnaire and SPSS analytical statistics technique will be used to test

the validity of the research hypotheses.


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Section 2 Job Design &

Organizational Structure

Part 1: Job Design

Job Design Concept:

Analyzing and designing job play a significant role to afford a healthy work

environment , and they help in choosing the right organizational structure

and making the proper managerial decision beside enabling the effective

selection of the workforce.

Job design mean identifying each task parameters through identifying

responsibilities and obligations, and determining the level of skills related

to perform a task. The process of analyzing jobs is systematic process that

requires the best knowledge of the task and its component in order to the

job description that will contribute in the success in the management and

organizational goals.

Job design is about indicating the description of the information related to

job activities and the functions of that job, while job description means

preparing the right documents or manual that fit jobs and tasks inside the

organization to review when its needed.

Job description and job analysis help in setting a fair and effective payment

system beside determining job qualification and preparing training

programs to increase worker productivity and organize individuals and

groups.

In addition, job analysis as another concept, gather the information related

to a job and its different aspects including responsibilities, supervision,

communication, decision making, and the work environment.


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As a summary, job design is due to:

1- Its an objective basis in the selection and ointment functions.2- Helps in determining the standards for payment system.3- Helps in developing and improving the objective standards for work

performance and the overall organization performance.

4- Considered as a reference when studying procedures and work rules.5- Its reliable when choosing training requirements and planning

training programs.

6- Its reliable to achieve productivity and performance standards.7- Detect risks related to tasks and activities.8- Help in planning workforce requirements.9- Help in facilitating procedures and improving work methods.10-Help in establishing a good organizational climate.

Objectives of job design and job analysis:

1- Increasing production efficiency for individuals, both qualitative andquantitative.

2- Determine the expected behavior from individuals which lead to theachievement of organization goals.

3- Reflect the work conditions and the risks coming from a job.4- Identify the importance of each job and why it is existed through

recognizing its goals and characteristics.

5- Improve the quality of work inside the organization by improvingproductivity and placing the person in the right place.


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Important Factors in Job Design:

1- Achieving organizational goals: by considering the organizationobjectives when designing each step in the work, designing process

must not impact the quality job activities.2- Achieving employees satisfaction: the satisfaction of employees

about job design by ensuring to give them autonym, this is why the

good designing of job encourage employees to perform better and

satisfy their needs.

3- The effective use of the available technology : designing job in amanner that allow the maximum investment of the available

technology inside the organization, beside getting the optimum

benefits of worker skills related to this field.

Job Design Process:

1- Job Design Stage:Includes determining the content of the job and its level in order to

determine the type of works needed by organizations. Usually, job

design has the form of building work groups and each group contains

similar tasks and activities that are similar in their nature and their

content.

The overall work inside an organization contains several activities

that form different works and tasks, from those activities the job is

determined and the sub activities are identified. According to this,

we can divide the functions inside the organization to be tow main

activities , the first kind of activities are the primary activities that

include production, sales, finance, purchasing . Etc, and the second

kind of activities called the secondary activities including

maintenance and energy in industrial projects, inventory and

commercial in production projects. Beside the basic function of


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planning, coordinating, controllingEtc, which are excited in any type

of business and at any levels of activities.

Work activities are different among organizations according to the

differences between organization nature and the changes in work

conditions, goals, means, material, and future adjustments. So, the

purposes of designing job are the development of new jobs,

eliminating old ones, or re categorize an existed job.

2- Job Analysis Stage :After determining the types of functions related to a job, job analysis

began... And before introducing this stage we must understand that a

job or a function is a set of tasks, duties, and responsibilities that

demand the relevant qualifications and anilities in order to perform

the job better.

Job analysis is the process of gathering the partial information about

the task and the activities that form a job. Duties, responsibilities,

and performance methods must be underlined in job analysis stage,

and there are three methods to analyze a job... Questionnaire,

interview, and direct observation.

3- Job Description :It considered being as a sub stage after the analysis, description

means writing the information gathered by job analysis stage and

filing that information in organization manuals or document.

Job description describes the responsibilities and the tasks of the job,

while job analysis is about the gathering and the estimation of those

tasks and responsibilities. And it is usually written by the human

resources manager or personnel manager, job description writtenstatement or manual or document is divided into two parts:

The first part contain the information about the job itself...including job title, methods and means, duties and

responsibilities , and the job position in the organizational

hierarchy.


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The second part contains the qualities of individuals and theskills they must have to perform this job.

Benefits of Job Description:

Many benefits for job design for the organization, it helps in

organizations in different areas:

1- Description of job helps the organization to determine work forcerequirements which help in the efficiency and the effectiveness of

the organization and improve the level of performance.

2- The available information allows organization to review theoperations standards, and determining the use and the

distribution of human resources in a way that afford a successfulorganizational environment.

3- Help in determining training requirement.4- Help in improving the work evaluating system.

Future Trends in Job Design:

New trends appeared recently in the business fields which have an

important impact on job design. Past years have seen many societal,

economical, and technological changes, those are rapid changes that will

continue in the following years and will impact organizations and the work

force

Expected increase in the jobs created by the IT technology. Those new jobs demand harder efforts due to its nature and

difference in the performance.

The level of education, skills, and specializations are expected toincrease, which demands organizations to be more sensitive

requirements.

The changes will contribute in the appearance of new organizationalstructures that will replace the traditional hierarchy structure.


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In addition, those changes will redefine works so that more emphasize on

continuing learning and more emphasize on creativity and shortening work

hours.

Tips for Job Design:

A. Task Related Tips :Tasks have to form an integrated work or job.Tasks must afford variation in steps, method, location, and

skills.

Tasks must be able to afford Performance feedback.Tasks must allow a degree of freedom for employees.

B. Organization / Work Related Tips:The work must allow learning and growth opportunities.The work must allow the development and the appraisal of

employees.

Individuals must be able to share in setting their work goalsand contribute in decision making.

Goals must be clear and represent a motivation challenge foremployees.

C. Work Environment Related Tips:Organizational relationship must be determined by the

management and the employees together.

Wages and salaries system must be fair in relation to thecontribution of each worker.

Human resources related policies must be fair andappropriate.

The physical environment must be proper to perform thework.

The studies of job design that considered the quality of work life took a new

trend when behavioral Scientists moved toward determining the basic


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dimensions that helps in improving production rates and job satisfaction at

the same time.

So, new trends in job design appears, those trends calls to consider the

following principles:

Succession , the scope of job, the depth of the job, work differences, and

work characteristics the focus on those principles arise from the reality

that the job is important for employees and they are motivated by the work

itself.

The Reason in Changing the Way of Job Design:

Recognizing the performance deviations and the efforts to findproper solutions.

Working to build new organizational structures. Improvements and changes in duties and the activities of the existed

jobs.

Standards for Job Evaluation:

The basis of evaluating jobs is to determine the standards that used to

estimate job, beside determining the senior level jobs and lower level jobs(Gradient), which means determine the position of each job in the

organization structure .Most of the job evaluating plans use responsibility,

skills, efforts, and work conditions as a basic standards in the evaluating

process.

Other standards can be used to evaluate jobs including: direct supervision,

the level of work complexity, and other physical needs required to perform

the work. Those standards are not constant and cannot be implemented inall jobs.

Indeed, each group of jobs has different standards from other jobs, for

example, production related jobs are different from sales or managerial

jobs. Because some jobs require high mental abilities as production,


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managerial and accounting consulting, and analyzing systems. While other

simple works require less mental activities.

To ensure the objectivity and the accuracy of evaluation and to eliminate

the personal bias ,that could affect the evaluation specialist, we have toestablish a committee that include experts from inside and outside the

organization to do the evaluation process in a set of unbiased procedures.

Organization may use the help of outside consulting office or universities

and specialized institutions that will contribute in setting the overall

strategy of the evaluating process.

The following are some methods that can be used in the evaluation

process:

The Ranking Method. The Classification Method. Factors Comparison Method. The Pointing Method.


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Part 2: Organizational Structure

Organizational Structure Concept:

The concept of organizational structure depends on designing structures

that are scientifically right. This concept catches the attention of

management scientists and writers due to its importance in organizations

life.

Organizational structure is one of the effective means that are required to

ensure the accuracy and the organization of the work flow, and to achieve

the coordination between the managerial units inside the organization in

order to attain goals.

Organization structure as it defined by scientists is : the shape that allow

organizations to determine how allocation if tasks and the use of human

resources, beside determining the collaboration and the coordination

between different departments.

Other Definitions of Organization Structure:

The hierarchy of authority that allow the efficient attainmentof goals.

The procedures that determine the authority relationshipsbetween managerial units in order to achieve the desired

goals.


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The importance of organization structure is that beside it determine the

relations inside the organization, it considered to be as managerial tool that

help organizations in goal achievement.

Organizational Structure Design:

Organization structure does not consider being as a goal by itself,but its a

management philosophy that reflect the basis of organization component.

In other side, designing organization structure is not easy and not a single

time process, it is complex process that continues over time and relate to a

set of physical and human factors. It is enough to one factor to change to

cause change or improvement in the hall organization.

The most important factors are:

1- The size of the organization and its financial position.2- The nature of the organization goods or services.3- Organization objective.4- The geographical spread of the organization.5- The external environment surrounds the organization.

And its important to mention the elements of designing organizationalstructure:

Dividing the aspects of activities and group it according to goalattainment.

Determining authority and the degree of delegation. Dividing the aspects of activities according to the following : The nature of activities. Dividing activities according to the product. Geographical division. Dividing activities according to clients. Dividing activities according to process.


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Organizational Structure Functions Halls Concept:

Hall refers that organization structure will achieve the following functions:

Organization goals. The coordination between individuals to avoid personal or work

conflicts.

Describing and determining work.

The Organizational objective from organizational structure:

1- Clarifying management, departments, and the units insideorganizations.

2- Identify the managerial level and determining the responsibilities andthe specificity of each level.

3- Highlighting specialization and allocation of work.4- Clarifying the line of authority.5- Clarifying supervision.6- Clarifying the formal relationships.7- Reduce duplication.8- Clarifying communications.9- Facilitate the process of building units, department, and

management.

Stages of Building Organizational Structure:

Many procedures and principles must be considered when building

organization structure; organization must determine the available

requirements to build this structure including the clarity of goals and the

availability of human qualities and financial resources.


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Building organizational structure path through the following stages:

Stage 1: determining the overall and the sub goals.

Stage 2: determining the primarily and the secondary activities that

allow the achievements of goals.Stage 3: Preparing job description and job qualification, besides

determining the specific duties for each department.

Stage 4: Descriping the organizational relationships between each

managerial level and between the departments of each level.

Stage 5: Determining supervisory work inside each managerial level.

Stage 6: Building organizational structure.

Organizational Structure Dimensions:

Three main dimensions for the organizational structure:

First: centralization in decisions

Second: formalization, which refer to the degree of commitment to

work systems and rules.

Third: complexity, refer to the variation in the tasks and the

activities of organizations. Factors of complexity degree:

Horizontal differences Vertical differences. Work specialization and allocation.


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Characteristics of Organization Structure:

Certain characteristics must appear in the organization structure:

1- The need to identify the overall and the sub activities, and the needto differ between those activities and consider their allocation.

Indeed, main and important activities must be placed at the top of

the organizational structure; in the higher management, and placing

other activities to fit other managerial level in the organization.

2- The need to consider work natures in order to save specialization ,and allocating work in the managerial level by considering the

allocation of human resources according to the principles of

efficiency and effectiveness.3- The need to retain an effective communication network that

considers the nature of organization and its activities.

4- The need to consider a proper supervision which marks the abilitiesof subordinates and bosses.

5- Following objective ways in the case of building new organizationalstructure, the cost factor must be in our consideration by making

feasibility study for each new activity, goal, or structure.

6- Organization structure must have a large degree of flexibility thatenables organizations to follow changes at the external environment.

7- The need of the right delegation in the organizational structure inorder to retain organization continuity and creating new

administrative cadres.


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The Modern Theories of Management and Organization:

Those theories emphasize on studying the organization as an integrated

unit and focusing on the nature of inside and outside organizational

relations. The contribution of those theories to the organization structure isas the following:

1- The systems theory: emphasize on the idea that organizations are anopen system that relay on a systematic group of subsystems that are

connected to each other. This theory study the following fields:

Individuals inside and outside organizations. The interaction between individuals and the

environment.

The interaction of individuals between each other. The overall growth of the system and its stability issues. The interaction of the system with the outside

environment.

The interaction between systems parts.

2- The situation theory: according to the different situations andproblem faced by organizations, its difficult to face those situations

in a single way because its differ on its nature and sources. So, the

situational theory emphasize on affording the skills, abilities, and

expertise that make individuals able to analyze situations.


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Section 3: data analyzing (field study)

A filed study of the job design and its impact on building the organization

structure at the International University for science and technology (IUST).

A questionnaire is distributed to 20 employees and the statistical analysis

for that questionnaire by SPSS. The questionnaire had been designed to

have numerical values for the following responses:

1) Strongly disagree2) Disagree3) Neutral4) Agree5) Strongly agree

SPSS, statistical analysis program, analyzed the data as following:


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Question 1: I have a clear vision for the tasks to be

accomplished.

The mean reached (4.5500) and the standard deviation is (.51402), this

indicates that the response is close to agree, which mean that employees

have a clear vision of the task to be accomplished.

Since the standard deviation is less than (1), this strengthens the statistical

significance of the result.

Q1

N Valid 20

Missing 0

Mean 4.5500

Std.Deviation .51042

0

2

4

6

8

10

12

4 5

Frequency

Q1


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Question 2: there is an accurate description of the job I occupy

and its fit to be a performance criterion.

The mean reached (3.8500) and the standard deviation is (1.03999), this

indicates that the response is close to agree, which mean that an accurate

description of the job is reached and its fit to be a performance criterion.

Since the standard deviation is more than (1), this weakness the statistical


Q2

N Valid 20

Missing 0

Mean 3.8500

Std.Deviation 1.03999

0

2

4

6

8

10

12

1 2 3 4 5

Frequency

Q2


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Question 3: I have a direct administrative reference to send my

report to it.



have a direct administrative reference to report to.



Q3

N Valid 20

Missing 0

Mean 4.3500


0

2

4

6

8

10

12

2 3 4 5

Frequency

Q3


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Question 4: the direct administrative reference controls my

performance.



have the direct administrative reference control their performance.



Q4

N Valid 20

Missing 0

Mean 4.2000


0

2

4

6

8

10

12

1 3 4 5

Frequency

Q4


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Question 5: the direct administrative reference correct mistakes

and performance deviations.


indicates that the response is close to agree, which mean that direct

administrative reference correct mistakes and performance deviation.



Q5

N Valid 20

Missing 0

Mean 4.0000


0

2

4

6

8

10

1 2 3 4 5

Fre

quency

Q5


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Question 6: there is a justice in the distribution of tasks inside

the managerial unit I belong to .


indicates that the response is neutral, which mean that employees does not

have a clear vision if the distribution of tasks is fair between the members

inside a managerial unit.



Q6

N Valid 20

Missing 0

Mean 3.0000


0

1

2

3

4

5

6

7

1 2 3 4 5

Frequency

Q6


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Question 7: evaluation is based on the exact description of the

job I occupy.


indicates that the response is close to neutral, which mean that employees

does not have a clear vision if the evaluation is based on the exact

description of job.



Q7

N Valid 20

Missing 0

Mean 2.8500


0

1

2

34

5

6

7

8

9

10

1 2 3 4 5

Fr

equency

Q7


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Question 8: there are primary and secondary tasks in the job I

occupy.


indicates that the response is close to agree, which mean that there are

primary and secondary tasks in the job.



Q8

N Valid 20

Missing 0

Mean 3.9000


0

1

2

3

4

5

6

7

8

1 2 3 4 5

Frequency

Q8


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Question 9: it may be another tasks to perform differ from the

tasks in the job description.



may do other tasks which are differ from the tasks in the job description.



Q9

N Valid 20

Missing 0

Mean 4.3000


0

2

4

6

8

10

2 3 4 5

Frequency

Q9


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Question10: sometimes I may have more than an administrative

reference (head of a department, team leader, head of a

committee).



may sometimes have more than an administrative reference.



Q10

N Valid 20

Missing 0

Mean 3.8500


0

2

4

6

8

10

2 3 4 5

Frequency

Q10


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Question 11: work procedures and rules are clear in the

organizational structure.



does not have a clear vision of the clarity of work rules and procedures.



Q11

N Valid 20

Missing 0

Mean 2.7500


01

2

3

4

5

6

7

1 2 3 4 5

Frequency

Q11


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Question 12: the nature of the work fit with my scientific

qualifications.


indicates that the response is close to disagreeing, which means that

employees find does not find their job to be fit with their scientific

qualifications.



Q12

N Valid 20

Missing 0

Mean 2.4500


0

1

2

3

4

5

6

7

8

1 2 3 4 5

Frequency

Q12


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Question 13: my experience fit with the job I occupy.



experiences fit with their jobs.



Q13

N Valid 20

Missing 0

Mean 4.3500


0

2

4

6

8

10

12

14

2 3 4 5

Frequency

Q13


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Question 14: my work responsibilities fit with the job I occupy.



responsibilities are fit with their job nature.



Q14

N Valid 20

Missing 0

Mean 3.8000


0

1

2

3

4

5

6

7

8

2 3 4 5

Frequency

Q14


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Question 15: my functional power inside the job fits with my

responsibilities.



does not have a vision of the fit between their power and their

responsibilities.



Q15

N Valid 20

Missing 0

Mean 2.9500


0

1

2

3

4

5

6

7

1 2 3 4 5

Freque

ncy

Q15


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Question 16: the duties of the job I occupy are fit with the time

set for competition.



duties are fit with the completion time for those duties.



Q16

N Valid 20

Missing 0

Mean 3.2500


0

2

4

6

8

10

1 2 3 4 5

Fr

equency

Q16


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Question 17: the design of work environment is suitable (office

size, office furniture, lighting, air-conditioning).


indicates that the response is close to agree, which mean that work

environment design is suitable.



Q17

N Valid 20

Missing 0

Mean 3.9000


0

2

4

6

8

10

12

1 2 4 5

Fr

equency

Q17


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Question 18: work hours are suitable with my physical abilities.


indicates that the response is close to agree, which mean that work hours

are suitable with employees physical abilities.



Q18

N Valid 20

Missing 0

Mean 3.2000


0

1

2

3

4

5

6

7

1 2 3 4 5

Frequency

Q18


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Question 19: salary is suitable with the functional burden of my

job.



have a vision of the unsuitability between the salary and their job burdens.



Q19

N Valid 20

Missing 0

Mean 2.7500


0

1

2

3

4

5

6

1 2 3 4 5

Fr

equency

Q19


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Conclusion

The research conducted to validate 2 assumptions, after the practical

principles and after the questionnaire the results of the validation will be as

the following:

The first Assumption: there is a statistical reference or significancebetween job design and building the organizational structure.

After analyzing questions (1-2-3-4-5-6-7-8-9-10-11) ,which are

related to the assumption , it shows that the mean for those

questions is (3.7818) this means it is close to agree .. and this

validate the assumption of the existed relationship between job

design and building the organizational structure.

The second Assumption: there is a statistical reference or significancebetween job design and the performance level inside the

organization.

After analyzing questions (12-13-14-15-16-17-18-19), which are

related to the assumption, it shows that the mean for those

questions is (3.33125) this means it is close to agree .. and thisvalidate the assumption of the relation between job design and the

quality of performance.


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Recommendations

1- Using job description as a criterion to determine the level ofperformance.

2- Affording justice in the distribution of tasks between employeesinside a managerial unit.

3- Evaluating work on the biases of the accurate description ofemployees job.

4- Determining one administrative reference to report to it andtaking order from it , instead of duplication.

5- Management should Clarify work rules and procedures.6- Finding the proper fit between employee qualifications and his

assigned job, (the right person in the right place).

7- The accurate description of job and its related power in a mannerthat consist with job responsibilities.

8- Determining the proper time schedule to perform, the schedulemust fit with the duties and the assigned tasks.

9- Affording proper work environment in order to increase the levelof performance.

10- Salary and wages system must fit with works burdens.


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References

Books

Richard L. Daft, organization theory and design, second edition,

1991.

Robbins / Judge, organizational behavior, 13th

edition.

Noe / Hollenbeck / Gerhart / Wright, Human Resources

Management, Seventh Edition.

Internet sources

www.myemployees.com

www.managementhelp.org

www.humanresources.about
http://www.myemployees.com/http://www.myemployees.com/http://www.managementhelp.org/http://www.managementhelp.org/http://www.humanresources.about/http://www.humanresources.about/http://www.humanresources.about/http://www.managementhelp.org/http://www.myemployees.com/


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Questionnaire

Dear Employee:

We are conducting a study about job design and its impact on building theorganizational structure at the International University for Science &

Technology (IUST). In order to complete the study you are kindly requested

to fill this questionnaire, we assure you that the purpose of this

questionnaire to be scientific research.

Please answer with your full convictions to serve the reaserch purpose.

Thank you very much

Please write () next to your response.

No. Statement Strongly

Agree

Agree Neutral Disagree Strongly

Disagree

1 I have a clear vision for the tasks

to be accomplished.

2 There is an accurate description

of the job I occupy and its fit to

be a performance criterion.

3 I have a direct administrative

reference to send my report to it.

4 The direct administrative

reference controls my

performance.

5 The direct administrative

reference correct mistakes and

performance deviations.

6 There is justice in the distributionof tasks inside the managerial

unit I belong to.

7 Evaluation is based on the exact

description of the job I occupy .


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8 There are primary and secondary

tasks in the job I occupy.

9 It may be another tasks to

perform differ from the tasks in

the job description.10 Sometimes I may have more than

an administrative reference

(head of a department, team

leader, head of a committee).

11 Work procedures and rules are

clear in the organizational

structure.

12 The nature of the work fit withmy scientific qualifications.

13 My experience fit with the job I

occupy.

14 My work responsibilities fit with

the job I occupy.

15 My functional power inside the

job fits with my responsibilities.

16 The duties of the job I occupy are

fit with the time set for

competition.

17 The design of work environment

is suitable (office size, office

furniture, lighting, air-

conditioning).

18 Work hours are suitable with my

physical abilities.

19 Salary is suitable with thefunctional burden of my job.

Documents

Job Design & Its Impact on Organizational Structure