Module 05 - HRM AND THE DESIGN OF WORK

Work or job design has evolved and continues to grow to meet the demands of a dynamic work environment of the organisation. Further, Job design is to evaluate how the organisational tasks or complete work environment services, which will ensure compliance with the employee attributes. Job design is focused on administrative changes which should be required to improve the working conditions and work design is a focused strategic approach and addressing the adjustment to be implemented to the workstation.

“Work design is the creations of systems of work and a working environment that enhance organisational effectiveness and productivity, ensure the organisation becomes a ‘Great place in which to work’ and are conducive to the health, safety and wellbeing of employees” (Armstrong, 2014).

Objectives of work design,

• Efficient utilisation of resources
• Effectiveness
• Uninterrupted production flow or service delivery
• Enabling employees to deliver their services
• Providing employees scoop for variety, challenging and autonomy
• Encourage cooperative effort through team working
• Provide a healthy and safe system of work
• Environmental consideration

“Job design specifies the contents of jobs to satisfy work requirements and meet the personal needs of the job holder, thus increasing the level of employee engagement” (Armstrong, 2014)

A properly designed job guarantees that the worker can accomplish what is required in a safe and healthy. It increases the level of satisfaction of the workers and productivity since they well engaged with their work and these outcomes would benefit both employees and organisations.

The process of work or job design,

When work and job design should occur within organisations, it should exceed the capacity of an individual employee. Then the worker's exhibition ill health, such as psychosocial strain, and it is usually the time when interventions are required to address the adverse effects of work. Steps to be followed to design a job,

1. Do an assessment of current work practices
2. Do a task analysis.
3. Design the job.
4. Implement the new job design gradually.
5. Re-evaluate job design on continual basis.

References,

Foss, N., Pedersen, T., Fosgaard, M. and Stea, D. (2018). HRM Practices Impact Performance: The Case of Rewards, Job Design, and Work Climate in a Knowledge. [online] Researchgate. Available at: https://www.researchgate.net/publication/269877540_Why_Complementary_HRM_Practices_Impact_Performance_The_Case_of_Rewards_Job_Design_and_Work_Climate_in_a_Knowledge-Sharing_Context [Accessed 17 Dec. 2018].

Armstrong, M. (2006). Handbook of Human Resource Management Practice (10th Edition). 10th ed. London, GBR: Kogan Page, Limited.

Armstrong, M. and Taylor, S. (2014). Armstrong m and taylor s 2014 armstrongs handbook of. [online] coursehero. Available at: https://www.coursehero.com/file/p79e8sb/Armstrong-M-and-Taylor-S-2014-Armstrongs-handbook-of-human-resource-management/ [Accessed 25 Dec. 2018].