Job Design and Redesign for Term Paper

This sense of authority also enhances feelings of autonomy.

3. Feedback is available at all levels: from the supervisor, clients and co-workers. Performance is clearly observed and attributed to the employees, facilitating a fair performance appraisal and development of an incentives program.

Such processes are made even more efficient by the implementation of an efficient goal-system. As suggested above, the goals are established at individual level, at the group of employees performing similar tasks and at the level of the supervisor and departmental level.

The implementation of the new positions inside the department should be performed by taking into consideration employees' skills and motivation. The progress of the job redesign project should be monitored closely. Feedback sessions may be held in order to examine the challenges and progresses faced. Training should be offered to employees if necessary. The process completed, it can be examined and extended to other departments.For the position of supervisors one or two employees may be promoted from among the existing employees.

In order to attest the positive change in satisfaction and motivation interviews may be conducted before and after the implementation, with questions regarding the interest and variety of work, the reactions to responsibilities and challenges on the job, the ability to determine one's own performance. Indices of the overall efficiency of the program may be considered absenteeism and turnover.

References

Summary report from account http://online.onetcenter.org/link/summary/13-2011.01

Armstrong, M. (2006), a Handbook of Human Resource Management Practice, Kogan Page, 10th edition.

Hackman R, 1980. Work Redesign and Motivation, Professional Psychology Vol. 11, No.3

Slocum, John W., Jr. Job Redesign: Improving the Quality of Work Life, available at www.sbaweb.wayne.edu/~absel/bkl/.%5Cjels%5C3-1b.pdf.....