I'm looking at HRM practices that affect employees' motivation in the workplace. I'm interested in investigating job design qualitatively (I believe it's an HRM practice). However, most of the practices included in the literature include selection, feedback, training, and performance management. Is job design an HRM practice? and on which level would it be (organizational-level?). Would appreciate your input and if you can provide a reference.
Thanks!
Chapter On Knowledge Behaviors
may be of interest: from a knowledge management standpoint, the article argues that designing jobs for knowledge behaviors and recruiting people who are positive about sharing to start with will boost knowledge stocks and flows at low cost.
Job design can be broadly considered a HRM practice though it would probably be labelled more often as a ‘high performance work practice.’
The conventional HRM practices as you pointed out would be recruitment and selection, training and development, compensation etc.
If you need to get literature in job design, just key in ‘Work Design by Hackman and Oldham’ in google scholar.
Regards
Job design has been researched from the perspective of teams but it can also be done on individual level and organizational levels.
It’s really up to the researcher!
I think job design is one of HR practices. It should be organisational level. HR leads but should involve related persons.
Job design is primarily intended to enable an organization to utilize human capital to achieve desired outcomes as efficiently and effectively as possible -- and is intended to be an organizational level refinement. However, job design is also an individual level response to the unique capabilities that a highly competent individual can contribute to the organization as (s)he brings unusual talents and abilities to the organization.
Clearly, the impacts of job design are at multiple levels of the organization. Job design is an organizational strategy intended to accomplish the highest and best potentials of the organization -- but also of the individual who is uniquely capable of contributing to those potentials.
CC
Job design is primarily a core function of human resource management and it is related to the specification of contents, methods and relationship of jobs in order to satisfy technological and organizational requirements as well as the social and personal requirements of the job. Following research paper may be useful in getting subject insight
https://www.tandfonline.com/doi/full/10.1080/00140139.2017.1303085
https://www.emerald.com/insight/content/doi/10.1108/02621710610670137/full/html
http://ftp.iza.org/dp10207.pdf
https://pdfs.semanticscholar.org/e70a/49985e5d671f56d191b870c5e961ce9ce76f.pdf
I think job design is part of HRM practices, and job redesign can be added here.
Job Desighn has a shared responsibility between HR Department, a concrete employee and his\her supervisor and probably some colleagues. But this process must be managed by HR Department. Any Job Desighn must be reasessed in a regular way. But remember, that organisation is not machine and JD rather an auxiliary document. Invest more in employees development and you will forget about JD. As Senge argued, a learning organisation is the best choise for a sustain development.
Job design is a core function of human resource management and is about establishing employees roles and responsibilities as well as the systems and procedures they should follow. It is about coordinating and optimising work processes to create value and productivity. It has links then to other areas of study, such as motivation, engagementment etc.....
Yes it is a primary function or practice of HRM as there is no need of acquiring people to the organization to serve as employees if there are no jobs available. Job Design can be defined as the function of arranging tasks, duties and responsibilities into an organisational unit of work for the purpose of accomplishing the primary goal and objectives of the organisation. It is a human resource management function as well as an engineering function. It is a conscious effort and a continuous function as well. Responsibility of designing and redesigning jobs rests with both human resource expert and other managers in the organisation.
If you refer to any good textbook on HRM, there is a separate chapter or a part of a chapter with regard to Job Design.
Job design is indeed a HRM practice in which HR units often play a minimal role. In reality, the initial sketch of the structure of a particular workplace (or a group of similar positions) are designed (or re-designed) by line managers with an input of technology support staff, organizational consultants etc. Next different functions participate to transform the initial sketch into reality -- the legal department checks for consistency of job duties and rights, the financial department together with HR department assesses the possible costs of a workplace (for a professor in classical philosophy all the costs are labor costs plus a cost of a working room, for a professor in microbiology labor costs can be 10% of the total costs of a new position (taking into account the costs of unique laboratory equipment expendable materials like large sets of ready media etc). Finally, the formal legal document concerning job description is usually approved by a top executive of an organization.
Bayan, job design is an integral and crucial aspect of HRM practice. How poorly or well the design is, could potentially impact on the extent to which people recruited to those respective roles are motivated enough and therefore could carry out/perform their tasks and responsibilities effectively and are retained by the company. Butler and Waldroop's (1999) work on job sculpting was specifically geared to address these issues raised by job design. Interesting.
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