A job design should match the tasks and the responsibilities of the task to the skills, education background, and experience of an employee. According to Nelson, and Quick (2010, p.495), a poor job design can cause negative psychological effects to an employee such as low morale and stress.
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In addition, poor job design results in high-employee turn over, in turn increasing the organization’s cost of staffing. Prior to the culture revolution, Foy and Perelli had high employee turnover because of the stringent working environment. The job design can be a major source of conflict in the organization due to poorly defined work responsibility and autonomy when carryout tasks. Prior to the culture revolution, young recruits in Foy and Perelli resigned due to conflict with former manager.
The job design assists management in tailoring the compensation package for an employee. According to Jackson, and Mathis (2008, p.165), when the compensation package is dependent on the productivity of the employee the job design should clearly stipulate the procedure for pay rise and bonuses in order to increase employee morale.
Foy and Perelli compensation has changed since the introduction of new management and employee’s productivity is commensurate to their productivity unlike before when it was discriminatory and arbitrary.
Ashley has a new perception towards her job due to the challenging work environment that motivates her to look forward to getting to work every morning. A Well-tailored job design offers employee challenging but tasks that are within their scope of capabilities. According to Koontz, and Weihrich (2007, p.228), lack of mental stimulation may lead to low morale, stress at work and conflict. In addition, Ashley has the autonomy to decide how to carry out her responsibilities as long as she meets the task expectation.
Foy and Perelli’s new boss gives his employees the autonomy to decide how to do their tasks, however; he also stipulates the required standards and consequences for failure to meet them (Staw 2006, p. 67). For Instance, good job designs should clearly stipulate the required standards and the consequences for not meet the standards.
An organization should recognize employee’s contribution towards the performance of in order to increase their motivation (Martin, & Fellenz 2011, p.334). Ashley got a promotion to associate director and gets recognition for her hard work in Foy and Perelli. Before the culture revolution, management discriminated on women and did not recognize their contribution into the organization.
Jackson, J., & Mathis, R., 2008. Human Resource Management. USA: Thompson Learning Inc.
Koontz, H., & Weihrich, H., 2007.Essentials of Management. New Delhi: Tata McGraw – Hill Publishing Company.
Martin, J., & Fellenz, J., 2011.Organizational Behavior & Management. USA: Cengage Learning
Nelson, D., & Quick, J., 2010. Organizational Behavior: Science, the Real World, and You. USA: Cengage Learning
Staw, B., (2006). Research in Organizational Behavior: An Annual Series of Analytical Essays. USA: Elsevier Publishers.