Job Design and Work Diversity
08
Fall
Steffi Astria Sani
HRM 502
Human Resource Management
1A : Literature Review
Topic:
Job design and workforce diversity play in attempts to improve individual and organisational performance
Date : 25 August 2013
Introduction
In the current business environment, human resource management (HRM) has become an important role for an organisation. HRM refers to the policies, practices, and systems that influence employees’ behaviour, attitudes, and performance (Noe, Hollenbeck, Gerhart, & Wright, 2010). It is important because HRM helps the company to achieve the goals and improve employee’s performance. One of the HRM roles is to have an impact on the management performance of job design and work force diversity. Due to the definition of job design, it helps to defining how work will be performed and what impact will be given in performance. On the other hand, work force diversity also has impact on HRM to managing people’s similarities and differences. The aim of this paper is to conduct a literature review on what role job design and work force diversity play in attempts to improve individual and organisational performance.
Job Design
In terms of job design, many aspects of HRM formulation address how the work gets done. As said by Garg and Rastogi (2006), HRM has become one of the internal factors of the organisation that play a vital role in motivating the performance of employees. It is an essential part of every manager’s responsibility to make sure the employee has the right knowledge, skills and abilities to perform their job. The purpose of job design is to discuss what is needed from the job and the employee.
There are four types of approaches that can be used in job design. They are the mechanistic approach, the motivational approach, the biological approach, and the perceptual approach (Noe, Hollenbeck, Gerhart, & Wright, 2010). Studies from Hackman & Lawler (1971) and Hackman & Oldham (1976,1980) has
Fall
Steffi Astria Sani
HRM 502
Human Resource Management
1A : Literature Review
Topic:
Job design and workforce diversity play in attempts to improve individual and organisational performance
Date : 25 August 2013
Introduction
In the current business environment, human resource management (HRM) has become an important role for an organisation. HRM refers to the policies, practices, and systems that influence employees’ behaviour, attitudes, and performance (Noe, Hollenbeck, Gerhart, & Wright, 2010). It is important because HRM helps the company to achieve the goals and improve employee’s performance. One of the HRM roles is to have an impact on the management performance of job design and work force diversity. Due to the definition of job design, it helps to defining how work will be performed and what impact will be given in performance. On the other hand, work force diversity also has impact on HRM to managing people’s similarities and differences. The aim of this paper is to conduct a literature review on what role job design and work force diversity play in attempts to improve individual and organisational performance.
Job Design
In terms of job design, many aspects of HRM formulation address how the work gets done. As said by Garg and Rastogi (2006), HRM has become one of the internal factors of the organisation that play a vital role in motivating the performance of employees. It is an essential part of every manager’s responsibility to make sure the employee has the right knowledge, skills and abilities to perform their job. The purpose of job design is to discuss what is needed from the job and the employee.
There are four types of approaches that can be used in job design. They are the mechanistic approach, the motivational approach, the biological approach, and the perceptual approach (Noe, Hollenbeck, Gerhart, & Wright, 2010). Studies from Hackman & Lawler (1971) and Hackman & Oldham (1976,1980) has
References: Alcazar, F. M., Fernandez, P. M. R., & Gardey, G. S. (2012). Transforming human resource management systems to cope with diversity. Journal of Business Ethics, 107(4), 511-531. Doi 10.1007/s10551-011-1061-0 Alcazar, F Bergen, C. W. V., Soper, B., & Parnell, J. A. (2005). Workforce diversity and organizational performance. Equal Opportunities International, 24(3/4), 1-16. Frimpong, K., & Wilson, A. (2013). Relative importance of satisfaction dimensions on service performance: A developing country context. Journal of Service Management, 24(4), 401-419. Doi 10.1108/JOSM-07-2012-0151 Garg, P., & Rastogi, R Goris, J. R. (2007). Effects of satisfaction with communication on the relationship between individual-job congruence and job performance/satisfaction. Journal of Management Development, 26(8), 737-752. Doi 10.1108/02621710710777255 Halachmi, A Kundu, S. C. (2003). Workforce diversity status: a study of employees’ reactions. Industrial Management & Data Systems, 103(4), 215-226. Doi 10.1108/02635570310470610 Lantz, A., & Brav, A Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2010). Human Resource Management: Gaining a Competitive Advantage. (7th ed.). New York : McGraw-Hill/Irwin. Okoro, E. A., & Washington, M. C. (2012). Workforce diversity and organizational communication: analysis of human capital performance and productivity. Journal of Diversity Management (online), 7(1), 57-62.