A job design theory that purports that three psychological states (experiencing meaningfulness of the work performed, responsibility for work outcomes, and knowledge of the results o the work performed) of a jobholder result in improved work performance, internal motivation, and lower absenteeism * Job Characteristics * Skill variety Task identity * Task significance * Autonomy
* Feedback Job Enlargement The process of adding a greater variety of tasks to a job Job Enrichment Enhancing a job by adding more meaningful tasks and duties to make the work more rewarding or satisfying Job Rotation A process whereby employees rotate in and out of different jobs Flexible Work Schedules Flextime: working hours that permit employees the option of choosing daily starting and quitting times, provided that they work a set number of hours per day or week * Compressed Workweek: shortening the number of days in the workweek by lengthening the number of hours worked per day * Job Sharing: the arrangement whereby two part-time employees perform a job that otherwise would be held by one full-time employee * Telecommuting: the use of personal computers, networks, and other communications technology such as fax machines to do work in the home that is traditionally done in the workplace Chapter Five – Recruitment
Internal vs. External? Most managers try to follow a policy of filling job vacancies above the entry-level position through promotions and transfers. By filling vacancies in this way, an organization can capitalize on the investment it has made in recruiting, selecting, training, and developing its current employees, who might look for jobs elsewhere if they lack promotion opportunities. Recruiting Internally: Internal job postings, identifying talent through performance appraisals, skills inventories and replacement charts Concept of a talent bench Warning signs of a weak talent “bench” 1. It takes a long time to fill key positions 2.
The Term Paper on Based Reward Employees Job Work
... separate jobs assigned to different people. 5. Job specialization potentially increases work efficiency because employees have fewer tasks to juggle and therefore spend less time changing ... different skills and talents to complete a variety of work activities. b. Task identity is the degree to which a job requires completion of ...
Key positions can be filled only by hiring from the outside 3. Vacancies in key positions cannot be filled with confidence in the abilities of those chosen for them 4. Replacements for positions often are unsuccessful in performing their duties 5. Promotions are made on the basis of whim, favoritism, or nepotism External recruitment sources * Advertisements * Walk-ins and unsolicited applications and resumes * The internet, social networking, and mobile recruiting * Job fairs * Employee referrals * Re-recruiting * Executive search firms * Educational institutions * Professional associations * Labor unions * Public employment agencies Private employment and temporary agencies Improving effectiveness of recruiting Using realistic job previews, surveys, recruiting metrics Recruiting metrics: quality of fill statistics, quality of hire = (PR + HP + HR) / N PR = average job performance rating of new hires HP = percent of new hires reaching acceptable productivity with acceptable time frame HR = percent of new hires retained after one year N = number of indicators Example: PR = Average 3. 5 on a 5. 0 scale = 70 percent HP = of 100 hires made one year ago, 75 are meeting acceptable productivity levels = 75 percent HR 5 20 percent turnover = 80 percent HR
General steps (see Figure 6. 2 page 246) * Recognize the issue discussed as pertains to the medical exam 1. Submission of resume 2. Completion of Application 3. Interviews 4. Reference and background checks 5. Pre-employment tests 6. Medical exam/drug test (can only be given to candidates after they have been extended job offers) 7. Hiring decision Five dimensions of assessing the effectiveness of the selection method or process (from lecture) 1. Reliability: the degree to which interviews, tests, and other selection procedures yield comparable data over time and alternative measures
The Essay on Age Discrimination Job Employment Individual
"Age discrimination cuts both ways: even as people live longer, healthier lives, you hear about men and women in their 50 s who lose their jobs and have trouble finding work because they " re considered too old." (Wilson-Smith, 2003) As baby boomers age, this issue is becoming a bigger and bigger problem. Consider this: the tough job market especially in white collar jobs as well as increasing ...
