Management Principles | Job Design Benefits
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Added on 2019-11-19
Management Principles | Job Design Benefits
Added on 2019-11-19
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Management Principles 1Job Design Benefits Employers, not Workers
Management Principles 2Job design only benefits employers through the increased job performance of employees, no benefits for workersThe job design is an important part of the organizational HRM process that plays an important role in enhancing the performance level and productivity of the employees. The effectiveness of the human resource management largely depends upon the designing of the jobs of the different levels of the employees (such as managers, executives, and labors) as per their skills, expertise, knowledge, and capabilities for improving the overall organizational performance. On the basis of the job design, the tasks, duties, roles, and responsibilities of different organizational individuals are assigned for the achievement of the organizational goals and objectives (Bolweg, 2012). This essay will critically analyze the benefits of the job design to the employers for enhancing the job performance and productivity outcomes of the employees as it has no benefits to the employees. The job design is an organizational process carried-out by the employers for their benefits for attaining the good productivity outcomes by enhancing the job performances of the employees without benefiting to the organizational staff members or workforce. The job design is referred to the process of putting various elements together to form a job. The job design includes a set oftasks to be performed, assigning the roles, duties and responsibilities, and job specification as peremployees’ skills level, specialization, capabilities, and experiences to perform for the achievement of the organizational goals, objectives, and set targets. The job design is carried-out to enhance the employees’ job performance by enhancing their interests and motivation level through employing them to perform the specific tasks as per job characteristics and employees’ work profile (Grey, 2010). The job design gives more benefits to the employers than the
Management Principles 3employees because it reduces the employee absenteeism, disinterest, and job boredom for assisting the employers in attaining better performance feedbacks from the organizational individuals. Job design increases the motivational level, job satisfaction, enthusiasm and confidence level of the employees that causes for the increased job performances of the workforce for encouraging them to achieve the set targets, goals, and objectives. The management of the people at work is an important part of the management process that could be achieved by designing the job tasks, roles, and responsibilities of the organizational staff members. The job design is a type of work arrangement that is aimed at overcoming or reducing the employee alienation and job dissatisfaction arising from the mechanistic and repetitive tasks. Through the job design, the organizations try to increase the organizational productivity outcomes by offering them non-monetary rewards, such as greater job satisfaction, appreciation, and increased motivation and enthusiasm that provide them the sense of personal achievement in meeting the increased responsibilities and challenges of one’s work, not monetary benefits to them, such as salary increment, bonuses, or incentives (Brannick, Levine, and Morgeson, 2007). But, in opposite to this, it gives more benefits to the employer, such as increased responsibilities, higher sales volumes, and better production outcomes. Along with this, the expectations and demands for the extra work performance increases because of the increased roles and responsibilities for performing the extra assigned works. Job enlargement, job simplification, job enrichment, and job rotation are common techniques used in the job design by the employers for doing good businesses. The job rotation is a type of
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