JOB DESIGN EFFECT ON STAFF TURNOVER

 

JOB DESIGN EFFECT ON STAFF TURNOVER

Job Design

Job design describes the work, duties, responsibilities, qualifications and relationship required to perform the assigned job or which specifies the requirements of a particular job in order to achieve organizational goals through employee engagement.

Adler (1991) defines job design as systems in which employees reported higher perceptions of skill variety, task significance, autonomy, and feedback reported higher levels of satisfaction and internal work motivation.

Taylor (1947), Gilbreth (1911) systematically examined jobs with various techniques. They suggested that task design might be the most prominent element in scientific management.

Source: Business Jargons

In 1960s, motivational issues aroused in industries due to an imbalance situation between employee educational levels and employee participation levels. The problem further developed by traditional concepts and controls of organization. To overcome this situation job characteristics model was developed. The model relates job contents to the motivation and satisfaction of the employees.

Employee turnover issues are mainly related with job satisfaction and lack of motivation in the job role and the history has also proven that the issues are overcome through developing specific job designs for the employees.

Locke (1969) defied job satisfaction as "a function of the perceived relationship between what one wants from one's job and what one perceives it as offering"

Individual motivation is viewed as a direct force job satisfaction. Individual motivation relates to job design to determine the workers level of job satisfaction and satisfaction level relates to the turnover, absentees and illness occurring in the organization.

Benefits of Job Design

Job design makes the work more interesting and challenging, which motivates employees for higher level of performance and commitment.

Systematic job design tries to adapt to environmental changes which produces positive result on changing competitive environment.

A properly designed job role leads to improve quality of work life. Properly designed work schedule and job role give space to employees to plan their own development and also to improve the organizational output.

Job design approach provides related data and information on required skills and knowledge to perform the task. The required work and schedules are prepared based on the provided information, which helps to find the best fit for the job.

References

Adler, N.J. (1991), International Dimensions of Organizational Behavior, 2nd ed., PWS-Kent, Boston, MA, pp. 58-60.

Locke, E. A. (1969). What is job satisfaction? Organizational Behavior and Human Performance, 4, 309-336.

Taylor, F.W. (1947), The Principles of Scientific Management, Harper and Brothers, New York, NY.

Gilbreth, F.B. (1911), Motion Study, Van Nostrand, Princeton, NJ.