Literature Review Job Design and Workforce Diversity Improve Performance
“In the current business environment, what role do job design and workforce diversity play in attempts to improve individual and organisational performance?”
Literature Review
A significant number of ideas have been offered to explain job design and workforce diversity which impacts on individual and organisational performance in business environment at the present time (Yan, Peng, & Franesco, 2011 ; Foss, Minbaeva, Pedersen, & Reinholt, 2009). Improving and developing performance will lead to goal achievements for both individuals and organisations. Organisations should do job design together with workforce diversity in order to achieve final outcomes. Both job design and workforce diversity purpose to match employees with the suitable tasks. This review will point out three main elements which are the definitions of job design and workforce diversity, the effects on individual and the effects on organisation.
Workforce diversity is a term that describes the differences and similarities of employee characteristics including age, gender, race, cultural background, education, disabilities, physical abilities and etc. which creates the range of multiformity among human beings in workforce. According to Noe, Hollenbeck, Gerhart, & Wright, 2013, p. 177), job design is systematic process to identify and allocate the tasks to individuals and organisation including four approaches mechanistic, motivational, biological, and perceptual-motor. Job design easily answer question how jobs can be completed and any required tasks in the given jobs.
As today business steps into global market, workforce diversity is significantly important because the organisation employs employees from different cultures. Workforce diversity is one of the ways that the members in organisation help to discover and to develop the organisation culture which is the pattern of interaction among employees (Aghazadeh, 2004). According to Okoro and Washington (2012), the research from
Literature Review
A significant number of ideas have been offered to explain job design and workforce diversity which impacts on individual and organisational performance in business environment at the present time (Yan, Peng, & Franesco, 2011 ; Foss, Minbaeva, Pedersen, & Reinholt, 2009). Improving and developing performance will lead to goal achievements for both individuals and organisations. Organisations should do job design together with workforce diversity in order to achieve final outcomes. Both job design and workforce diversity purpose to match employees with the suitable tasks. This review will point out three main elements which are the definitions of job design and workforce diversity, the effects on individual and the effects on organisation.
Workforce diversity is a term that describes the differences and similarities of employee characteristics including age, gender, race, cultural background, education, disabilities, physical abilities and etc. which creates the range of multiformity among human beings in workforce. According to Noe, Hollenbeck, Gerhart, & Wright, 2013, p. 177), job design is systematic process to identify and allocate the tasks to individuals and organisation including four approaches mechanistic, motivational, biological, and perceptual-motor. Job design easily answer question how jobs can be completed and any required tasks in the given jobs.
As today business steps into global market, workforce diversity is significantly important because the organisation employs employees from different cultures. Workforce diversity is one of the ways that the members in organisation help to discover and to develop the organisation culture which is the pattern of interaction among employees (Aghazadeh, 2004). According to Okoro and Washington (2012), the research from
References: Aghazadeh, S. M. (2004). Managing workforce diversity as an essential resource for improving organizational performance. International Journal of Productivity and Performance Management, 53(5), 521-531. Retrieved from http://search.proquest.com/docview/218425429?accountid=10344 C.W. Von, B., Barlow, S., & John A., P. (2005). Workforce diversity and organisational performance. Equal Opportunities International, 24(34), 1-16. Foss, N. J., Minbaeva, D. B., Pedersen, T., & Reinholt, M. (2009). Encouraging knowledge sharing among employees: How job design matters. Human Resource Management, 48(6), 871-893. Garg, P., & Rastogi, R. (2006). New model of job design: Motivating employees ' performance. The Journal of Management Development, 25(6), 572-587. doi:http://dx.doi.org/10.1108/02621710610670137 Munjuri, M. G. (2012). Workforce diversity management and employee performance in the banking sector in Kenya. DBA Africa Management Review, 3I(1), 1-21. Okoro, E. A., & Washington, M. C. (2012). Workforce diversity and organizational communication: Analysis of human capital performance and productivity. Journal Of Diversity Management, 7(1), 57-62. Sreedhar, U. (2011). Workforce Diversity and HR Challenges. Advances In Management, 4(10), 33-36. Williams, H. (2001). Working Together. Archive: Guidelines on workplace diversity. Retrieved from http://www.apsc.gov.au/publications-and-media/archived-publications/publications-archive/workplace-diversity-guidelines. Yan, M., Peng, K. Z., & Francesco, A. (2011). The differential effects of job design on knowledge workers and manual workers: A quasi-experimental field study in China. Human Resource Management, 50(3), 407-424. doi:10.1002/hrm.20428 Zareen, M., Razzaq, K., Mujtaba, B. G. (2013). Job design and employee performance: the moderating role of employee psychological perception. European Journal of Business and Management, 5(5), 46-55.