HRM and design of work
Job design or work design is the method of work arrangement (or rearrangement) geared toward reducing or overcoming job dissatisfaction and worker alienation result from repetitive and mechanistic tasks. Thru job design, businesses try to improve productivity levels with the aid of offering non-cash rewards inclusive of higher satisfaction from a feel of personal achievement in meeting the extended challenges and responsibility of one's work. Job enlargement, job enrichment, job rotation, and activity simplification are the numerous techniques used in job design process.
Job design essentially involves integrating job duties or content and some qualifications which are required to perform the job. It outlines the job obligations very specifically and additionally allows in attracting the right applicants to the job. Further it additionally makes the job look interesting and specialised.
There are various steps involved in job design that follow a logical sequence, those that were mentioned earlier on. The sequence is as follows:
·         What tasks are required to e done or what tasks is part of the job?
·         How are the tasks performed?
·         What amount are tasks are required to be done?
·         What is the sequence of performing these tasks?
All these questions are aimed at arriving upon a clear definition of a specific job and thereby make it much less risky for the one performing it. A properly described job encourages feeling of achievement within of the employees and a feel of excessive self confidence.
The whole process of job design is aimed to address various problems within the organisational setup, those that pertain to ones description of a job and the associated relationships. More specifically the following areas are fine tuned:
·         Checking the work overload.
·         Checking upon the work under load.
·         Ensuring tasks are not repetitive in nature.
·         Ensuring that employees don not remain isolated.
·         Defining working hours clearly.
·         Defining the work processes clearly.
The above mentioned are factors that if not taken care of result into building stress within the employees. Following are the benefits of a good job design.
Employee Input: A good job design enables a good job feedback. Employees have the option to vary tasks as per their personal and social needs, habits and circumstances in the workplace.
Employee Training: Training is an integral part of job design. Contrary to the philosophy of “leave them alone’ job design lays due emphasis on training people so that are well aware of what their job demands and how it is to be done.
Work / Rest Schedules: Job design offers good work and rest schedule by clearly defining the number of hours an individual has to spend in his/her job.
Adjustments: A good job designs allows for adjustments for physically demanding jobs by minimising the energy spent doing the job and by aligning the manpower requirements for the same.
Job design is a continuous and ever evolving procedure that is aimed at supporting employees make changes along with the changes within the workplace. The end purpose is reducing dissatisfaction, enhancing motivation and employee engagement at the organisation.
If employees carry out their job as efficient as possible, not only the agency gain from lower costs and greater output per employee, also employee be much less tired. This idea has for years formed the basis of classical commercial engineering, which looks for the best way to shape work a good way to maximize performance. Generally, making use of industrial engineering to a job reduces the complexity of the work, making it so easy that nearly any one can be trained quickly without problems to carry out the job. Such jobs have a tendency to be exceptionally specialized and repetitive.




References


Ajamieh, A., Misener, T., Haddock, K.S. & Gleaton, J.U., 2006. Job satisfaction correlates among Palestinian nurses in the West Bank. International Journal of Nursing Studies, pp.422-32.
Curtis, E.A., 2007. Job satisfaction: a survey of nurses in the Republic of Ireland. International Nursing Review.
Hamermesh, D., 2001. The changing distribution of job satisfaction. Journal of Human Resources, pp.140-51.

Holzer, H.J., Stoll, M.A. & Wisoker, D., 2001. Job performance and retention among welfare recipients. Washington, DC: The Urban Institute.

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