In this essay, we argue that Relational/Social dimensions are very important on the context of service and knowledge-based jobs contexts. When we compare this to task dimensions, they are also more important when considering the broader context of work design in term of multi-job organizational design outcome. However, on the job level, it depends on the job context as they both might interact with mixed results for the same job. To support our argument, we start by providing a brief background about the development in job design theory and the interest on the social perspective generally. Then we introduce the social dimensions, and discuss their importance through three means: an empirical meta-analysis study, some implications of their importance on the broader organizational level, and third we review their implications on the job characteristic and outcomes levels. Finally, we provide a comparison between social and task dimensions. Job design theories have experienced vast developments throughout the years. To avoid a lengthy historical narrative, we refer the reader to Wall & Martin (1994: 159-171) or Morgeson & Humphrey (2008: 5-8) for a detailed look on this history, as they show the major milestone of conceptual and practical job design developments. Job Characterization model (JCM) is a model that probably dominated the job design literature longer than any other (Grant & Parker 2008). Oldham & Hackman provides a simple view of the history of JCM (2010:2-5), which include 5 task dimensions: task significance, variety, identity, autonomy, and feedback from the job. To put these historic developments in the current perspective, we note several observations of the changes of job design theories. First is that the na... ... middle of paper ... ...vantage. San Francisco, CA: Jossey-Bass. Morgeson, F. P., & Humphrey, S. E. (2008). Job and team design: Toward a more integrative conceptualization of work design. In J. Martocchio (Ed.), Research in personnel and human resource management (Vol. 27, pp. 39-92). United Kingdom: Emerald Group Publishing Limited Oldham, G. R., &Hackman, J. R. (2010). Not what it was and not what it will be: The future of job design research. Journal of Organizational Behavior, 31, 463–479. Parker, S. K., Wall, T. D., & Cordery, J. L. (2001). Future work design research and practice: Towards an elaborated model of work design. Journal of Occupational and Organizational Psychology, 74, 413-440 Wall, T. D.; & Martin, R., (1994) "Job and work design" from Cooper, C.L. and Robertson, I.T. (eds.), Key Reviews in Managerial Psychology pp.158-188, Chichester: John Wiley & Sons Ltd
The impact of work design, autonomy support, and strategy on employee outcomes: A differentiated perspective on self-determination
Workplace Implementation: job analysis must be conducted, job identification must be identifies and job description must be written in order to plan and design
Job Description is an essential paper, which is generally illustrative in characteristics and contains a declaration of job R...
Everyone deals with these demands differently, affecting the employee’s quality of life and job satisfaction. Though the job and office types and locations have changed over the years, the need for job satisfaction has not. In today’s economy, the job is not as stable as it used to be. One must be prepared for changes in the future. The structural-functional analysis of jobs in the U.S. is governed by the workforce stratification and technology.
Levy, Paul E. Industrial Organizational Psychology. New York: Worth, 2013. Print. The. Laird, Dugan, Sharon S. Naquin, and Elwood F. Holton.
It was once a common belief that if employees worked hard, showed up on time and followed the rules that they would be guaranteed a job for life. However, over the last decade there have been changes in the workplace. There are two main causes for this change. The changes in the work place in the twenty-first century are being caused by advancements in technology and expansions in globalization through the Internet.
Daft, R.L. and Marcic, D. (2013) Management: The New Work Place, International, 8th edition Canada South- Western Cengage Learning.
It represents the Strategic human resource management (SHRM) core function like “work analysis, Job design and job analysis” defines its importance in strategies implementation in any organization. This assignment will also discuss the aspect of Human Resource department that why they are giving more edge to other functions like Recruitment and selection, Performance appraisal and Occupational health and safety. This report will also presents the today’s critical business challenges and the with coming new responsibilities for HR and why they have started to give more weightage to Job analysis and design in order to get the better output and efficiency of the organization. Moreover, Human capital is a vital factor for any department in any organization. “Hiring smart” is becoming a fashion trend for companies for their effectiveness, productivity and employee motivation as the more investment will be done in employees by the firms. It continues with the recommendations on the need of analysis and design of work and how to make employees motivated in the company.
The employee and employer identify and rework tasks and hours in order to increase employees’ job satisfaction. Correspondingly, this job crafting entail drawbacks. Drawbacks such as; erosion of focus, as well as inefficiency in the workplace. Crafting new tasks can erode the focus of the task; likewise, key elements may be eliminated. The workplace can become inefficient as employees may not be available when needed to complete crucial tasks. This can also have a negative impact of the productivity of the company. In essence, if employees are trying to juggle multiple tasks at once, other important tasks will be affected because one person can only do so much at a time. I believe all possible drawbacks to the job crafting process can be minimized by adding supervision. This will ensure the firm's goals are accomplished while creating a satisfied environment for
When we think of the word team, individually many different ideas may come to mind about what a team really is. Some may think of an NFL team (Tennessee Titans), an NBA team (Sacramento Kings), or a NASA astronaut team with such pioneers as Edwin Aldrin, Jr. and Neil Armstrong as members. You might even think of the U.S. Navy, Air Force, Army, Coast Guard, or Marines as teams. In fact they all are, and they have a great deal in common as teams. However, for the purposes of this paper I will examine the characteristics of work teams, as they apply to organizations and I will supply answers to the following questions: What is a team? Where did the team concept come from? What are the types of teams? What are the advantages and disadvantages of having teams in organizations? What does it take to make a team effective?
The goal of this approach is to promote intrinsic motivation by designing jobs that maintained the five job characteristics which include a skill variety, task identity which allows to work on a job from beginning to end, task significance, autonomy, and feedback that allows employees to have clear information of their effectiveness at work. The application of such approach will lead to an incensement of job satisfaction while reducing absenteeism and stress. Managers are likely to find this approach to have an increase on quality performance and higher intrinsic
Jones, G. R. (2010). Organizational theory, design, and change. 6th Ed. Upper Saddle River, NJ: Prentice Hall
Structural theories try to describe characteristics of both the person and the work place. A systematic examination of these characteristics is undertaken to help individual’s “match” their characteristics to the most suitable environment. The following structural theories are discussed briefly:
In Today’s world, the composition and how work is done has massively changed and is still continuing to change. Work is now more complex, more team base, depends greatly on technological and social skills and lastly more mobile and does not depend on geography. Companies are also opting for ways to help their employees perform their duties effectively so that huge profits are realized in the long term .The changes in the workplaces include Reduction in the structure of the hierarchy ,breakdown in the organization boundaries , improved and better management tactics and perspectives and lastly better workplace condition and health to the employees. (Frank Ackerman, Neva R. Goodwin, Laurie Dougherty, Kevin Gallagher, 2001)
Thompson, P & Mchugh, D 2002, Work organisations: A critical introduction, 3rd edn, MacMillan Palgrave, New York, viewed 4 April 2014, http://site.ebrary.com.ezproxy.uow.edu.au/lib/uow/docDetail.action?docID=10038997&p00=organisational+behaviour.