Job Redesign and Workplace Rewards
Job Redesign and Workplace Rewards Assessment
Tonya Bland
PSY/320
October 8, 2012
Elizabeth Riegner
Job Redesign and Workplace Rewards Assessment Job redesign and workplace awards are ways to improve employee performance and the organization’s productivity. It is important that the organization get the maximum from an employee while at the same the employee should be satisfied in the workplace. In this paper, I will address the system of goal-setting, performance evaluation, and workplace rewards that impact productivity, both positively and negatively, and job satisfaction at my place of employment. Before I discuss my position as a correctional officer, I will first explain job redesign and workplace rewards, and how they can affect workplace motivation. Job redesign creates and reconstitutes positions at the workplace according to the functions and capabilities of the worker that are both appealing to individuals and in alignment with the organization’s strategy and vision (Hackman, 1999). The term work redesign refers here to activities that involve the alteration of specific jobs with the intent of improving both productivity and the quality of employee work experiences. Organizations can use job redesign to improve the procedures of the organization through effective problem-solving and increased adaptability to changing environmental conditions. Any inconsistencies that exist between the employee and the job can be handled by this reconstruction. It involves the planning of the job including its contents, the methods of performing the job, and how it relates to other jobs within the organization. According to Davis (1997), “Job redesign can improve organizational performance through job rotation, horizontal job enlargement, vertical job enlargement and the creation of autonomous working groups.” Job rotations allow the workers to do a variety of jobs making so everyone can experience the simple jobs and the hard jobs. This
Tonya Bland
PSY/320
October 8, 2012
Elizabeth Riegner
Job Redesign and Workplace Rewards Assessment Job redesign and workplace awards are ways to improve employee performance and the organization’s productivity. It is important that the organization get the maximum from an employee while at the same the employee should be satisfied in the workplace. In this paper, I will address the system of goal-setting, performance evaluation, and workplace rewards that impact productivity, both positively and negatively, and job satisfaction at my place of employment. Before I discuss my position as a correctional officer, I will first explain job redesign and workplace rewards, and how they can affect workplace motivation. Job redesign creates and reconstitutes positions at the workplace according to the functions and capabilities of the worker that are both appealing to individuals and in alignment with the organization’s strategy and vision (Hackman, 1999). The term work redesign refers here to activities that involve the alteration of specific jobs with the intent of improving both productivity and the quality of employee work experiences. Organizations can use job redesign to improve the procedures of the organization through effective problem-solving and increased adaptability to changing environmental conditions. Any inconsistencies that exist between the employee and the job can be handled by this reconstruction. It involves the planning of the job including its contents, the methods of performing the job, and how it relates to other jobs within the organization. According to Davis (1997), “Job redesign can improve organizational performance through job rotation, horizontal job enlargement, vertical job enlargement and the creation of autonomous working groups.” Job rotations allow the workers to do a variety of jobs making so everyone can experience the simple jobs and the hard jobs. This
References: Davis, L. (1997). Developments in job design. In P. B. Warr (Ed.), Personal goals and work design. London: Wiley. Evans, M. (1986). Organizational behavior: The central role of motivation. Journal of Management 12 (2), 203. Hackman, R. (1999). Work Redesign and Motivation. Professional psychology, American Psychological Association. Lambert, E. G., & Hogan, N. (2009). The importance of job satisfaction and organizational commitment in shaping turnover intent: A test of a causal model. Criminal Justice Review, 34, 96–118. Sims, B. (2002). Effective Motivation. Retrieved at http://safetyincentives.com/effective-motivation/