Job Design Practices and Performance Management
An organizations performance largely depends upon the HRM practices of which one of the major components is the job design practices. Organizations like Imation, Xerox, etc, motivate their employees by designing challenging and interesting jobs. Job designing is the process of assigning tasks to a particular job by equally considering the interdependency of those tasks with the other jobs. Job design practices can influence the work motivation and the performance of the employees by increasing the work efficiency through job specialization. These practices have evolved and are in a state of constant change due to the changes in the business environment, increased role of information technology, workforce flexibility and technological changes.
The Job Characteristics Model suggests a framework of how effective job design practices can lead to improved work motivation and satisfaction of employees thereby leading to improved organizational performance.
Source: Work Redesign by J.R. Hackman and G.Oldham
According to the job characteristics model, employees will remain motivated and satisfied if the jobs satisfy the following characteristics:
Job design need not necessarily increase the work motivation of the employees as it is affected by the individual differences. Factors such as employee competence, their satisfaction with their work environment and their growth needs influence the motivation level of the employees.
Job design strategies which improve work motivation:
- Performance and Individual Development
- Performance Improvement Programs
- Performance & Reward Practices
- Leadership Development
- Performance Reviews
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