job redesign

job redesign

an approach to the design of work which seeks to offset the negative social and psychological implications of directly supervised, simple and routine tasks through the provision of wider tasks, increased autonomy and feedback on performance. See also QUALITY OF WORKING LIFE, SOCIOTECHNICAL SYSTEMS APPROACH.

There have been several approaches to job design which, operating at different levels, have sought to offset the negative aspects of SCIENTIFIC MANAGEMENT. The first level at which job redesign operates involves adjusting the horizontal division of labour. Job rotation seeks to increase the variety of work an employee does by providing for mobility between specialized jobs. Job enlargement combines two or more previously specialized activities within one job. Critics of job redesign at this level point out that employees are unlikely to be satisfied by jobs which deny them the opportunity to exercise judgement and discretion. Little is to be gained by piling one boring job on top of another. Hence, proponents of job enrichment suggest that there is a need to reconstitute the vertical division of labour so that some traditionally managerial tasks, such as deciding on work methods, are built into the jobs of workers. Sociotechnical systems theory, which stresses the need to consider more than individual responsibility and judgement, can be seen to be compatible with the extension of job enrichment to tasks which are more technologically interdependent (Child, 1985). For example, self-regulating, multi-skilled work groups reduce the need for direct supervision and enhance the judgement. discretion and skill requirements of employees.

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In the past, organizations promoted frontline workers' engagement through reshaping their job characteristics by job redesign from the top down (Demerouti, 2014).
Other assessment options may include, but are not limited to, a return to work on normal or reduced hours/duties, job redesign, work in an alternative position temporarily or permanently, continued absence or medical retirement.
Studies of job redesign have found that this technique is able to (1) significantly reduce turnover and absenteeism, (2) improve job satisfaction, (3) improve quality of products, and (4) improve productivity and outputs rates (Steers and Porter, 1987).
The absence of a measuring instrument with evidence of validity for assessing the behavior of job redesign (Tims & Bakker, 2010) led to the recent development and search for evidence of the validity of the Job Crafting Scale (JCS) in Netherlands sample (Tims et al.
Other opportunities for job redesign often begin by identifying a desired output (e.
Job redesign strategies were part of the employer initiatives centred around the concept of employee participation that first became popular in Australia in the late 1960s and early 1970s.
Gordon points out that depreciating the cost of training would be entirely appropriate, since today's rapid rates of workplace innovation and job redesign renders the content of much workplace instruction outdated within just a few years.
While with some business models job redesign is not possible, many companies can think actively about the ways the design of job roles can promote individual wellbeing.
Age-friendly workplaces, including flexible working hours, respect and recognition for the expertise and contribution of older nurses, financial incentives, use of information and ergonomic technologies to enhance efficiency and health and safety, access to continuing education, job redesign and phased retirement, are strategies to retain and revitalise the ageing global nursing workforce.
Reach extension uses job redesign and technology to free excellent teachers' time to reach more students, for more pay, with available budgets.
Today, labor will either be in the forefront or be the victim of job redesign.