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Impact of Job Design on Employee Performance

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Added on  2021-06-14

Impact of Job Design on Employee Performance

   Added on 2021-06-14

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Running head: IMPACT OF JOB DESIGN ON EMPLOYEESIMPACT OF JOB DESIGN ON EMPLOYEESName of the student:Name of University:Author Note:
Impact of Job Design on Employee Performance_1
IMPACT OF JOB DESIGN ON EMPLOYEES1With the technological advancement, the global business sector is also growing fast.The markets are growing more competitive as well as dynamic. The systems which thesuccessful entrepreneurs used to utilize once have now become out dated hence demotivating.This is the reason why the current managers are now following the trends of attitude andexpectations of their employees. in order to bring more flexibility in the organization, theseglobal managers have started to find out the new and apt ways to organize the work in thecompanies. Ob design is the core function of the company’s human resource managing. It isrelated to the specification of the contents, approaches and relationship of the jobs to satisfythe technological as well as organizational requirements of the firms. This topic however ismuch debated where one set of critics support the idea that the managers through perfect jobdesigning can only cater the organizational requirements but have no positive impact on theemployees. On the contrary, another set of critics argue that through job designing, the firmscater the social as well as personal requirements of the job holders or the employees. The methods of job designing logically follows job analysis which provides all therelated data and the skills and information expected of the incumbent to the discharge of thejob. this job designing compromises of the methods of organizing tasks and responsibilitiesinto the team of work in order to achieve assured objectives. The basic things that the firmsrequire from the employees are high productivity, quality of work and technical efficiency.Therefore, it can be said that the main purposes of job design are to assimilate the needs ofthe individuals and the requirements of the organization (Oldham and Fried 2016). The chiefways which comprises the concept of job designing are job rotation, job enlargement, jobenrichment and job simplification. Job rotation implies the constant shifting of the workers from one job to anotherwithout changing the nature of job. though this the employees perform different jobs butthere are more or less same. Job simplification mainly relates the gaining expertise in the
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IMPACT OF JOB DESIGN ON EMPLOYEES2given job. In this matter, the managers usually break down a large job into small sub-partsand assign these parts to individual employees. This particular method of job simplification isassociated with some specific types of tasks like the mechanical processing of the tasks,repetitive works, working with one specific part of one product, predetermining the tools aswell as techniques and some skill requirements. Job enlargement is another aspect of job designing this is the process of the enhancingthe scopes of the job though the addition of more tasks to it. Here, all the related tasks arecombined. Job enlargement is associated with expanding the amount and number of taskassigned to some given jobs. Job enlargement however opposite of the job simplification. Jobenrichment is the process of designing a job in such a way which create scope for the workersto gain more autonomy to plan as well as control their own performance. This method seeksto advance efficiency, the quality of tasks along with the human satisfaction. This method ofjob designing works by building the employees to face more difficult organizationalchallenges.The concept of job designing purely depends on the skills and psychology of theemployees. Therefore, with changing perspective after globalization, the mangers have begunto explore the process of job designing by merging different systems which include social,technological and psychological aspects (Hendrick and Kleiner 2016). There are some moremethods through which the mangers increase productivity of the firms. These are socio-technical systems, work reform, scientific management, human relations and othermotivational work designs. The chief point of argument, where the job design seems only benefitting for theemployers through increased job performance but do not benefit the workers, has wide rangeof contradictions. The critics who contest that the method of job designing only benefit the
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