EFFECT OF JOB DESIGN ON ORGANIZATION PERFORMANCE

Job design essentially includes coordinating job responsibilities or content and certain qualifications that are required to perform the same. It traces the job responsibilities very clearly and also helps drawing in the right candidates to the right job. Further, it also influences the job look interesting and specialized.

       Source: www.impulstores.com 

Job design specifies the contents of relationships and techniques of jobs in order to assure work requirements for productivity, quality and effectiveness, fulfills the personal needs of the job holder as a result increase levels of employee commitment. The procedure of job design is depend on a study of the way in which work needs to be organized and what work therefore needs to be done, the tasks that have to be carried out if the organization purpose is to be achieved. This is where the techniques of process planning and systems analysis are used to achieve development in organizational performance. (Armstrong, 2009)

Job design has a long history in the management sciences; questions remain relating to the theoretical and experimental bases of models of job design. The mediating constructs that explain positive relationship between job design and performance outcomes has been, elusive Jobs are designed has the potential to ignite a sense of interest in individuals and drive them to higher levels of performance. Design of a person’s job evokes his or her dedication with the task, as a result, both increases task and performance, and declines the frequency of deviant practices. (Shantz et al., 2013)

Job design and Strategic Human Resource Management (SHRM) separation is not likely going to be pointed significantly in the near term, drawing on job design theory to portray the limits of strategic jobs, developing a theoretical reason for the strategic job design that can extend the limits of the field and broaden the concept of high performance work systems. SHRM offers genuine opportunities for the sort of cross-level and cross-disciplinary extensions of job design that are the objectives of this Special Issue. (Becker and Huselid, 2010)

INTERNATIONAL PRACTICES

Ford panel assembly line in Berlin, Germany, is an example of specialization. Each person on the line has a different job. McDonald divided up the tasks so that one person took the orders while someone else made the burgers, another person applied the condiments, and yet another wrapped them. With this level of efficiency, customers generally received their order within one minute. Maids International Inc., a company that provides cleaning services to households and businesses, utilizes job rotation so that maids cleaning the kitchen in one house would clean the bedroom in a different one. (Bauer and Erdogan, 2012)

CONCLUSION 

Job design is the formation of systems of job and working a domain that upgrades organizational effectiveness and productivity, guarantees that the organization turns into an great place in which to work and is helpful for the health, safety and prosperity of employees. Job system design is concerned about how the procedures required to make a product or provide a service should operate. It deals with the arrangement of related activities that consolidate to give an outcome that customers need. The structure of the system describes the relations between various operations. (Armstrong and Taylor, 2014)

REFERENCES

Armstrong, M. (2009) Armstrong’s Handbook of Human Resource Management Practice, 11^th edn. London and Philadelphia: Kogan Page.

Armstrong, M. and Taylor, S. (2014) Armstrong’s Handbook of Human Resource Management, 13^th edn. London: Kogan Page.

Becker, B. E. and Huselid, M. A. (2010) 'SHRM and Job Design: Narrowing the Divide', Journal of Organizational Behavior, 21, pp. 379-388.

Shantz, A., Alfes, K., Truss, C. and Soane, E. (2013) ‘The Role of Employee Engagement in The Relationship Between Job Design and Task Performance, Citizenship and Deviant Behaviours’, The International Journal of Human Resource Management, 24(13), pp. 2608-2627.

 

Bauer, T and Erdogan, B. (2012) 'Motivating Employees Through Job Design', in An Introduction to Organizational Behavior. Creative Commons, pp. 223-236. Available at https://2012books.lardbucket.org/books/an-introduction-to-organizational-behavior-v1.0/s10-01-motivating-employees-through-j.html (Accessed: 30 June 2018).