Table Of Content
Buchanan (1979) cited in Zareem et al., (2013) defined job design as specifying the contents or methods of any job in such a way that various requirements of the job holder can be effectively satisfied. They further maintained that these requirements may include social, technological, personal, and organizational desires. Finally, personal resources may serve as antecedents of job demands and job resources. Furthermore, scholars could examine the interplay between job characteristics through profile analyses (Van den Broeck, De Cuyper, Luyckx, & De Witte, 2012).
Methods of Job Design
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Within the JD-R model, individual factors are modeled as personal resources, which are defined as malleable lower-order, cognitive-affective personal aspects reflecting a positive belief in oneself or the world (van den Heuvel, Demerouti, Bakker, & Schaufeli, 2010). Notably, thus far, the job-design literature focuses on relatively changeable and positive personal characteristics. However, more stable personal characteristics may also play a role, as they may shape employees’ directedness to particular goals and thereby equally serve as antecedents and moderators of job characteristics (Barrick, Mount, & Li, 2013). The personality trait of neuroticism may, for example, cause employees to report higher job demands, while extroverted employees experience more job resources (Bakker et al., 2010). Moreover, recently, it was also shown that job characteristics may change employees’ personality (Wu, 2016).
From the course: Human Resources: Job Structure and Design
The main ingredients of job design are a task, motivation, resource allocation and a compensation system. The design of jobs is influenced by organisational, environmental and behavioural factors. In our view, personal resources may play at least three different roles in the job-design literature. First, they may moderate the impact of job characteristics on employee functioning (i.e., job resources as moderators). Conservation of resources Theory (COR), for example, assumes that having resources allows people to cope with demanding circumstances, so that personal resources may buffer the negative consequences (Hobfoll, 1989).
Organizational Factors Affecting Job Design
In simpler terms it refers to the what, how much, how many and the order of the tasks for a job/s. This method of job design, known as job rotation, is where employees of an organization as exposed to several different roles & profiles across the company. A more recent addition is the theory of job crafting, developed by Wrzesniewski and Dutton, which builds on the above theories. It argues that workers themselves can take the initiative to tailor their jobs to suit their preferences. Irrespective of how a job is set up, employees can shape the tasks they do, their work relationships and how they find meaning in their work. Job content is the set of activities to be performed on the job, including the duties, tasks, and responsibilities to be carried out, the equipment, machines, tools to be used, and the required interactions with others.
Set Your Employees Up for Success
The relational perspective of Grant and colleagues is also a novel extension (e.g., Grant, 2007). In this approach, a powerful way to design work is to ensure that employees are connected with those that benefit from the work. Such an approach enhances task significance, and thereby promotes greater prosocial motivation amongst employees, which in turn benefits employee performance (for a review, see Grant & Parker, 2009). By providing employees with a support system, you can encourage them to seek out opportunities and thrive in their roles.
Features of Good Job Design in Human Resources Management
This increases the skill variety, helps employees orientate in potential new roles, and learn through different experiences. According to the formula, a low score on either autonomy or feedback will significantly impact the motivating potential of the job, while a lower score on either skill variety, task identity, or task significance will have a less significant impact. Job design is the process of creating a job that enables the organization to achieve its goals while motivating and rewarding the employee. This means that a well-designed job leads to higher productivity and quality of work, while also leading to higher job satisfaction, lower absence, and lower employee turnover intentions.
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The focus on groups was further developed into sociotechnical systems theory by human relations scholars at the Tavistock Institute in the United Kingdom (Pasmore, 1995). The scholars aimed to optimize the alignment of technical systems and employees. Furthermore, rather than advocating specialization, human relations scholars argued that, within the teams, employees should work on a meaningful and relatively broad set of tasks and that team members should be allowed to rotate, so that they would have some variety and become multi-skilled (Pasmore, 1995). In order to increase the motivational potential of a job, four common job design strategies are used. Each of these strategies will make an impact on one or more of the elements in the MPS formula. The strategies are job rotation, job enlargement, job enrichment, and job simplification.
Approaches to Job Design
Span of control is a function of your position within your business’s hierarchy. For example, if you’re a senior executive, you may have a wide span of control, with hundreds of employees reporting to you and autonomy around pricing decisions and budgeting. If you’re a mid-level manager, you may have a narrower span of control, with fewer team members and limited high-level projects.
This type of job design makes an employee do the extra job which goes beyond their expertise. This leads to non-division of labor and an employee does jobs that they have not specialized in. Job design follows job analysis i.e. it is the next step after job analysis. It aims at outlining and organising tasks, duties and responsibilities into a single unit of work for the achievement of certain objectives. It also outlines the methods and relationships that are essential for the success of a certain job.
Span of control is also a function of strategy as position, one of the four Ps of strategy—a comprehensive framework for creating a shared vocabulary for analyzing and controlling business strategy. According to research by management consulting firm Gallup, 97 percent of employees plan to stay with their companies when engagement is high; when it’s low, that figure plummets to 21 percent. Job rotation programs can lead to increased motivation and create flexibility in deployment resulting in easy replacement in case of absence. A boomerang best describes Dan Whitacre’s career path.No matter where the flight course led, he always returned to Kroger. Five times over the last four decades.As senior director of Kroger Labs and Transformation, a University of Cincinnati alumnus and adjunct professor, Whitacre is the first to tell you that his career journey studying to be an electrical engineer and computer programmer has had many twists and turns.
Theory X assumes that employees are passive and lazy and need to be pushed (i.e., the stick approach to motivation) or pulled (i.e., the carrot approach to motivation) using the principles of Taylorism. In contrast, managers who hold Theory Y see employees as active and growth-oriented human beings who like to interact with their environment. Adopting this theory likely stimulates managers to design highly satisfying and motivational jobs that make optimal use of the interest and energy of employees.
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