JOB DESIGN - BLOG 05

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JOB DESIGN AND EMPLOYEE PERFORMANCE


Job design plays a crucial part in enhancing performance. A well-designed job will have highly motivated task oriented and satisfied employees focused on performing to their best. It has been found that the psychological perception of an employee has a remarkable positive impact on the relationship between job design and performance.

(Source: integreatpeople, 2016)

HR, being the most important resource compared to the rest in an organization, performance depends on designing the job according to human capability and characteristics. Job designing is the process
Job Design is the process of putting together various elements to form a job, it refers to the content, structure, and organization of tasks and activities.


(source: youtube, 2010)

Job designing has moved up from a sole focus on efficiency and productivity to more motivational job designs, including the social approach toward work. Employee personal characteristics play an important role in job design as well. Managers have the opportunity to influence employees towards higher motivation through the design of their jobs. Well-designed jobs help to get the necessary work done in a timely and competent manner and motivating and challenging employees (Borman, 2004).

Time to time different writers have created many job design models. Below are the most practiced models.

1. Hackman-oldham model.

(Source: slideshare, 2012)


2. Motivating potential score model.
(Source: pinterest, 2015)

3. Contingency Model
(Source: businessjargons, n.d.)

4. Social information processing model.

(Source: openi, n.d.)


5. Socio-technical model.

(Source: researchgate, 2016)


6. Employees development program model.

An organization’s perspective on reliable role behavior may be dependent upon enhancing performance versus satisfaction, a conflicting dichotomy of work design mindsets and principles (Campion, et al, 2005).

Authors recommended that attention is given specifically to the psychological needs of workers and how they may be met in order to maximize employees' performance to meet global challenges (Hackman & Oldham, 1976).

Ivancevich, (1998) concludes that, approaches to job design place different prominence on performance and job satisfaction as desired outcomes. While most methods of job design are primarily interested in improving performance while others are more concerned with satisfaction.



References

Borman, W. C., (2004), The concept of organizational citizenship. Current Directions in Psychological Science, 13 (6), 238–241.

Campion, et al, (2005), Work Redesign: Eight Obstacles and Opportunities. Human Resource Management, 44(4), 367-390.

Hackman, J.R., & Oldham, R.G., (1976), Motivation through the design of work: test of a theory. Organizational Behavior and Human Performance, 16, 250-279.

Ivancevich, J. M., (1998), Job analysis and job design. Human Resource Management. 7th edition, Irwin: McGraw-HILL., pp.168-195.


Comments

  1. UnknownSeptember 11, 2018 at 8:15 PM

    Good article. Creative and the models discussed are relevant to the topic.
    Article accepted.

    ReplyDelete

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