Others -- other components of job specification are recurrent from the previous sections and may include the title of the position, ordinary and extraordinary characteristics required from the occupant of the position, the main tasks of the job, or the expertise required from the candidate
4. Job Design
Introduction to Job Design
A major part in conducting a proper process of talent management is that of creating an adequate environment in which the organizational staff members feel free to professionally express themselves. It is crucial to set the basis of an environment which fosters creativity, originality, hard work, collaboration and even competition. A working medium in which the employees are encouraged to express their views, opinions, satisfactions and dissatisfactions related to the job they are performing or the workplace is often promoted as an organizational incentive. Modern day companies forward the idea of a pleasant working environment as a means of attracting more employees and improving their reputation.
Examples from Today's Corporations
The Starbucks website for instance states that while being an employee within the coffee monolith, "it's like working with friends."
Another example, whilst the list is extremely comprehensive and a few pages would be insufficient to simply state them, is given by Wal-Mart, the largest retailer within the United States. Their website argues that "as our more than 2.1 million associates can attest, working for Wal-Mart is the chance to be a part of a company unlike any other in the world. it's more than a job; it's a place to develop your skills and build a career with competitive pay and health benefits for you and your family. To work for Wal-Mart is to be welcomed into a diverse family, where the individual contributions of every associate are respected and valued. Above all, it's an opportunity to join a team 1.9 million strong who is helping the world live better every day."
Organizational leaders engage in processes of job design as a means of increasing company results. The relationship between job design and organizational outcomes is simply portrayed below:
Job Design -- > Employee motivation and on-the-job satisfaction -- > Higher levels of employee performances -- > Increased organizational revenues
The specialized literature offers a multitude of definitions of job design, but all of these definitions state the same things, within a different formulation however. For didactical purposes, we will hereby define the concept of job design as the series of operations undertaken by organizational leaders with the threefold objective of maximizing the utility of the consumed resources, increasing organizational revenues and creating a working environment which fosters productive activities on the part of the staff members.
How to Create Job Design
There are four generally recognized ways of achieving an adequate job design:
job enlargement -- sees that the employee will be asked to perform a wider palette of tasks, with the purpose of increasing his motivation, as well as reducing monotony job simplification -- this technique sees that the overall task is broken into smaller chores which require reduced mental and physical effort job enrichment -- similar to job enlargement, the enrichment assigns more tasks to the employee with the purpose of increasing his responsibilities; this procedure grants the staff member with more autonomy and control and increases his level of on-the-job satisfaction job rotation -- this technique sees that the company employees perform more tasks on a rotary basis in order to reduce the chances of going into a rut, as well as ensuring training in more than one fields
Two Factor Theory in Job Design
Frederick Irving Herzberg was a psychologist most famous for his work within the motivational field. Herzberg was in fact the creator of the concept of job enrichment and of the popular motivator-hygiene theory. According to the psychologist, people are motivated by two sets of incentives. The first set is called motivators and the second set is called hygiene. The motivators are the ones with the highest powers in actually changing the behavior of staff members in the direction desired by
Build a strong achievement ethic throughout the business Create exciting, challenging jobs in which people can excel. Select and develop outstanding leaders. Make talent management a critical corporate priority Foster a talent management mindset. Develop managers who can coach, mentor, empower and sponsor talent -- and deploy it to best advantage. Develop the necessary skills to lead and manage talent. Make managers accountable for managing talent. Create the means to identify and select outstanding talent Be clear about what
People and Talent Management Concepts of People Management and Talent Management. People management and talent management go hand in hand. While people management is about hiring, retaining and managing all employees in an organization, talent management refers to the subgroup of attracting and retaining talented and highly skilled workers for the future needs of the organization. Armstrong (2006, p.3) has defined people management as, "a strategic and coherent approach to the management
competency modeling and job analysis to select suitable candidates for different positions in the organization has increased the effectiveness of the recruitment and hiring process. The two processes make it easier for human resource practitioners to determine the best competencies for a particular position and make use of assessment strategies and instruments that will choose a candidate that is fit for the position. However, to be effective, assessment strategies
Human Resource Management Job analysis Job Design and considerations Job design is the arrangement of work in organizations. The arrangement assist employees as well as the organization meet objectives. An effective job design satisfies employees in organizations since it prevents dissatisfaction arising from repetitive work. It also assists organizations by preventing employees from alienation. Additionally, job designs improve on the productivity of an organization. Job designs, however, need to consider the following aspects in
Previously the element of interest and personal motivation were found missing, the technical capabilities of the employees have never been a matter of debate, however the personal and mental capacities and limitations are either ignored or not respected which resulted in the poor performance of the organization. Apparently, the rise in the demands pertaining to the particpation of the employees and the industrial democracy has also distorted the professional
At the level of the individual worker, motivation and job satisfaction among other things, generate a sense of security and confidence. Moreover, it offers them the opportunity for flexibility where they are able to apply varied approaches in meeting work requirements (Adeyinka et al., 2007, pp. 3-15). This makes the work environment interesting thus providing the employees with the pleasure and urge to facing their day-to-day lives at the workplace.