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Organisation Behaviour - Coursework Example

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Implementation of Effective Job Design within the Organisation Table of contents 1. Introduction 3 2. Effective job design within the Organisation 3 2(a) The meaning of job design 3 2(b) The variety of possible approaches to improve job design 4 2(c) Key requirements of improved job design 5 2 (d) Benefits arising for the organisation from improved job design 6 3…
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Organisation Behaviour
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Download file to see previous pages In this context, effective job design becomes critical for securing that employees will be able to respond to the demands of their position. The terms of the implementation of effective job design within modern organizations are explored in this paper. It is proved that job design can highly contribute in the increase of employee performance but only if it is carefully planned and monitored. The use of approaches that have been already tested in practice can limit the risks related to the particular initiative and increase the expected benefits both for the employee and for the organization. 2. Effective job design within the Organisation 2(a) The meaning of job design Different approaches have been used for describing job design According to Randhawa (2007) job design is a term used for showing ‘the synthesis of a series of tasks that are necessary for performing a specific job’ (Randhawa 2007, p.54). From another point of view, job design describes ‘the content, the rewards and the skills related to a particular role’ (Randhawa 2007, p.54). In the last definition, emphasis is given ‘on the needs of the organization but also of the employees’ (Randhawa 2007, p.54). ...
2(b) The variety of possible approaches to improve job design In the context of modern organizations the improvement of job design is possible but only specific terms. In any case, a variety of approaches has been introduced for securing the improvement of job design. Managers have to choose the approach that is more aligned with the needs of both the organization and the employees. A common approach in job redesign is the motivational approach, which emphasizes on ‘employees’ autonomy and participation in all critical organizational decisions’ (Jex and Britt 2008, p.294). Reference should be also made to the biological approach that is based on the following rule: job design needs to ensure that the health of employees will be not threatened (Jex and Britt 2008, p.294). In the context of the biological approach emphasis is given not only on the safety of employees but also on their health (Jex and Britt 2008, p.294). The measures taken for limiting stress in the workplace are incorporated in the biological approach of job design. The alignment of organizational need for high profits with employees’ need for continuous development can be secured by using one of the following approaches of job design: a) job rotation; when using this approach, managers tend to promote ‘the movement of employees across the organization, from one position to another’ (Griffin 2011, p.160); b) job enlargement; this approach is based on the expansion of the tasks incorporated in each role (Griffin 2011); the employee the job of whose has been set under job enlargement has to respond to more duties usually with no extra compensation, a fact that often leads to conflicts across the workplace (Griffin 2011); c) job enrichment; this ...Download file to see next pagesRead More
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