At the highest level, job design encompasses how HR systems create the strategical and relational connections between jobs, activities, and resources within the organization (Stevenson, 2018). Therefore, we can surmise that the process of job design is setting the conditions for which the employee will operate their responsibilities of the role. The environment in which humans face on a day to day basis alters one’s mood, behaviors, and feelings of self-worth.
So, the full argument, therefore, is that job design sets the stage for working conditions, which have far-reaching implications on the mental, physical, and efficiency levels of the employee. Better working conditions would have better employee health and efficiency, while worse working conditions would have worse employee health and lower efficiency ratings.
In the airline industry, 235 resources were surveyed and the analysis found that perceived social impact and beneficiary contact has a positive effect on service quality (Ho, Chien-Wei & Chi-Chuan Wu, 2019). Practically, these findings can be fed back into the job design process to improve conditions and develop opportunities for employee-customer to develop lasting relationships. The study identified that the goal of job design should enhance employee motivation while also improving service.
Choose a common (or uncommon) technique used to resolve a working condition issue and discuss why it was effective, research how it was applied by an organization, and used successful techniques to solve 'typical' working condition problems?
One great recent scientific research I found by Yiqiong Li and team studied the effects of workplace characteristics and bullying (Li, Yiqiong, et al., 2019). In their words, “Ultimately, the findings highlight the potential risk characteristics of jobs associated with workplace bullying and shed light on what can be done to prevent and reduce bullying using a job design approach.” The theoretical and practical implications of this study are incredible – by using a multilevel design with multi-source data analysis study, they were able to find job design characteristics that tended to lead to higher rates of bullying characters.
This presents a technique of schematically understanding how a singular behavior, bullying, has its roots in working conditions. For example, conditions such as irregular hours or discretion in decision-making abilities can increase bullying and create an environment where bullying is not reported. Organizations can take the lessons learned from this study and minimize working conditions that are at a higher rate of causing employee satisfaction. Additional studies that further study human behaviors and emotions against working conditions will lead to continually improving working conditions across the globe.
Support your opinion with a relevant example or reinforce your position(s) with applicable reference cite.
Another recent scientific study I found focused on the impact of job design while also considering other variables such as HR performance and motivation. While a complicated study that looked at labor in construction services, the research paper concludes that there is a significant direct influence of job design on the performance of employees and work motivation, as well as improving the overall culture profile of the organization (Al-Musadieq, et al., 2018). The study also found that work motivation is not the influence of culture on employee performance. While working conditions are significantly impacted by job design, human motivation does not drive cultures influence on performance.
Resources
Al-Musadieq, Muhammad, et al. “The Mediating Effect of Work Motivation on the Influence of Job Design and Organizational Culture against HR Performance.” Journal of Management Development, vol. 37, no. 6, July 2018, pp. 452–469. EBSCOhost, doi:10.1108/JMD-07-2017-0239.
Ho, Chien-Wei, and Chi-Chuan Wu. “Using Job Design to Motivate Employees to Improve High-Quality Service in the Airline Industry.” Journal of Air Transport Management, vol. 77, June 2019, pp. 17–23. EBSCOhost, doi:10.1016/j.jairtraman.2019.02.008.
Li, Yiqiong, et al. “Prevention through Job Design: Identifying High-Risk Job Characteristics Associated with Workplace Bullying.” Journal of Occupational Health Psychology, vol. 24, no. 2, Apr. 2019, pp. 297– 306. EBSCOhost, doi:10.1037/ocp0000133.
Stevenson, W. (2018). Operations management (13th ed.). New York, NY: McGraw Hill Education.
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