Employer vs. Employee: Analyzing Benefits of Job Design in Management

This essay critically analyzes the benefits of job design, examining whether it primarily favors employers or employees. Drawing upon various scholarly sources, including Burrow et al. (2007), Noe et al. (2013), Bessen (2014), Fu and Deshpande (2014), and Lee and Ok (2014), the essay investigates how job design principles influence employee performance, satisfaction, and organizational commitment. The analysis explores the competitive pressures within organizations, the perceived skills gap, and the impact of workplace climate on employee well-being. The essay argues that while job design often aims to boost employer benefits through increased performance, the impact on employee well-being, job security, and overall satisfaction requires careful consideration. The essay highlights the importance of balancing employer goals with employee needs to foster a more sustainable and productive work environment.

Management Principles 1
MANAGEMENT PRINCIPLES
Student’s Name:
Course
Professor’s Name
Institution
Location of Institution
Date

Management Principles 2
Question 2:
Job design only benefits employers through increased job performance; it has no
benefits for the workers.
Burrow, J.L., Kleindl, B. and Everard, K.E., 2007. Business principles and management.
Cengage Learning.
The book talks about the management principles of business. The authors, Burrow, Kleindl
and Everard wrote the book in the year 2017 but the book has been reviewed by many other
writers in the consecutive years.
The seven units’ majors on different principles that are around the Human Resource.
According to Burrow (2007), there are some principles that governs the managers in the work
place. These principles are; Client’s service, the excellence of operation, integrity, fairness
and responsibility, winning and culture. The design presented by (Burrow, Kleindl and
Everard, 2007, p.639), shows that the employee can only enjoy the salaries, promotions and
transfers to different tasks and all are aimed for increasing job performance but not benefiting
the worker. Generally, the performances that the management team do in the name of
meeting t6he management principles are geared towards meeting higher performances.
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2013. Gaining a competitive
advantage. Irwin: McGraw
According to (Noe et al., 2013), employees in the organization always compete to survive.
There are a lot of challenges that people meet in working environment. The new recruits in

Management Principles 3
the organization are challenged by the experts who have been in the field for long. The
management team wants you to perform so as the organization can grow.
It portrays the evidence of how the benefits are limited to the workers. The worker
must compete for their advantage or else, one is considered as a non-performer. The
competition is on the basis of production rate, workload assigned over time and the efficiency
of the worker. Holding higher levels of performance guarantee a worker good reputation and
a competitive advantage.
Bessen, J., 2014. Employers Aren’t Just Whining–the ‘Skills gap’ is Real. Harvard Business
Review, 25.
According to Bessen (2014), employee and employers exists in a different world. Peter
Cappelli and Paul Krugman (2014) attests the claims laid in this journal that employers feel
like they are whining the employee when they don’t see higher levels of performances in the
organization. The gap of the skills that the employee claims to exist between the expected
skill levels and the actual skill levels is unsatisfactory. However, it has been criticized by
Paul Krugman that it is a “Zombie idea.” As he gives proofa that it is farfetched and skills
cannot be measured and evaluated when somebody has not been given an opportunity to
work.
This makes the employee a minor factor when production and performance through technical
skills is looked at. Job designs are therefore made to benefit the employers and not
employees.

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Fu, W. and Deshpande, S.P., 2014. The impact of caring climate, job satisfaction, and
organizational commitment on job performance of employees in a China’s insurance
company. Journal of Business Ethics, 124(2), pp.339-349.
According to this journal, Fu and Deshpande (2014), examines the relationship among the
caring climate, job satisfaction, commitments and job performance. Caring climate is seen to
boost satisfaction and job performance. These two elements, that is, job satisfaction and
performance are aimed at the benefits of the employers in increasing the performance of the
employee. At this stage, the employee is passive in enjoying the benefits of the organization.
Lee, J.J. and Ok, C.M., 2014. Understanding hotel employees’ service sabotage: Emotional
labor perspective based on conservation of resources theory. International Journal of
Hospitality Management, 36, pp.176-187.
According to Lee and Ok (2014), an employee suffers Stress which occurs when there is a
loss of resources, or sometimes when there is a threat of loss. According to the conservation
resource theory, an employee is always under stress in the working environment. The
emotions of the employee are in many cases under stress because failure to deliver would
make him/her loose the job.
The sense of job insecurity on the basis of performance is an evidence of the fact that, an
employer is always the benefactor in the company or the organization. The management
principles of service to the clients and management of the human resource may be well
looked at and appreciated, however, the appreciation can only match the benefits to the
employee.

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References
Burrow, J.L., Kleindl, B. and Everard, K.E., 2007. Business principles and management.
Cengage Learning.
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2013. Gaining a competitive
advantage. Irwin: McGraw-Hill.
Bessen, J., 2014. Employers Aren’t Just Whining–the ‘Skills gap’ is Real. Harvard Business
Review, 25.
Fu, W. and Deshpande, S.P., 2014. The impact of caring climate, job satisfaction, and
organizational commitment on job performance of employees in a China’s insurance
company. Journal of Business Ethics, 124(2), pp.339-349.
Lee, J.J. and Ok, C.M., 2014. Understanding hotel employees’ service sabotage: Emotional
labor perspective based on conservation of resources theory. International Journal of
Hospitality Management, 36, pp.176-187.