Job Performance

Question: What are theJob design benefits employers through increased job performance? Answer: The objective of every business organization is to accumulate several tasks to prepare a service or a product that will provide benefit to the customer and make profit through the process. To operate such business organization, the most important part is the utilization of the human resource within the organization so that they provide maximum advantage to the company. Therefore human resource department of every organization is associated with the effort of the increased performance of their employees (Davenport, 2013). To increase the performance of the employees most of the employer emphasize on the job design to benefit both the organization as well as the employees. The objective of this essay is to argue w about the Job design only benefits employers through increased job performance; it has no benefits for workers. The discussion will also focus on the organizational aspect and the behavioral aspect of the organization and the employees that demonstrate the benefit for both (C erasoli, Nicklin Ford, 2014). Therefore, a large part of the discussion is associated with the justification whether it benefits the organization only or it also benefits the employees. The essay is focused on different views on the topic that includes the discussion. View of several authors is discussed in three particular segments where first group is supporting the view that only organization gets the benefit of the job design. Through a contradictory logic, another group of author has supported the view that only employees are getting the benefit of the job design because without employees there is no existence of the organization (Wood, Van Veldhoven, Croon de Menezes, 2012). At the same time the discussion of the essay also get the opinion from another group of author that organization and employees booth are equally benefitted through job design because both are correlated with each other. However the arguments is summarized in a manner to establish the fact that job desig n benefit both the organization as well as employees because they are dependent on each other. Discussion - Job design benefits employers through increased job performance Job design benefits employers through increased job performance is always a true word from the employee perspective because it helps the organization from the increased performance. According to Korschun, Bhattacharya Swain (2014) every organization always try to improve their performance to continue the growth. To continue with the growth of the organization improvement in every aspect is important that also includes the job design. Job design is the part of the performance that helps to increase the productivity of the employees. Job design is dedicated to the improvement by changing the different functionalities of the organization and the responsibility of the employees (Bartling, Fehr Schmidt, 2012). Improve job design therefore increase the responsibility of the employees at the same time it also help to make the job easier for them. Most of the time it is expected that improve job design will make the job easier and increase the involvement of the employees. On the other han d, Eisenberger Malone Presson (2016) has contradicted the view and said that job design highly influence the working pattern of the employees. The first thing that is associated with the job design is the employee engagement and that creates the dissatisfaction among the employees (Dwyer 2013). Most of the employees try to reduce the workload, which is not possible with the job design process. Proper way of job design only help the employees by simplifying the process. Therefore, organizations always try to simplify the job so that less number of employees can do more number of jobs in less time to increase the productivity. Maintaining the productivity of the organization, the most important part is to place their employees according to their domain in selected functionalities, which is also the part of the job design (Bartling, Fehr Schmidt, 2012). Therefore, from both the view it is clear that job design provide all-round benefit to the organization whereas employees do not get any benefit from it. Job design is the part of the organizations improvement that helps to assess the employees to make their job simpler for them. From the organizational context, there is lot of benefit to the company because they are getting increased productivity and more profitability however according to Kehoe Wright (2013), job design also benefits the employees in many ways. With an improved job design, the allocation of job will be perfect that help every employee to make his or her task efficiently. If the employees are able to make their task efficiently then it will increase the employee benefit. The proper job design will also increase the competitiveness of the employees in such a way that will help them to perform well within the organization. Therefore, if employees are performing well then they will get promotion and career growth, which is also an employee benefit. More number of people will get the benefit in the organization and the organization will increase t he productivity. On the other hand, Parker (2014) has argued that there is a ratio of the benefit among the employees and the organization. The ratio is always higher in the organizational side because organization is getting the collective benefit of every employee. On the other hand, Shantz (2013) has opined that benefit of the organization and benefit of employees due to job design is equal because smaller benefit of every benefit results in the larger benefit of the organization. When someone will calculates the sum of benefit, then will be the collective effort of the each employee; that has enabled the organization to get the bigger benefit (Lin, Wong Ho, 2013). It is the vice versa effect of the job design that actually benefits employees only by improving performance. By the increased performance, every employee becomes eligible for promotions and other career options. More often increased job performance increase the job security of the employees that is one of the major b enefits of the job design. To support his view Cerasoli, Nicklin Ford (2014) has stated that job design is the process that only benefits employees because it help to enhance employee input through employee training, work rest schedule and work adjustment whereas organization is not getting no such benefit that will benefit the organization. Cerasoli, Nicklin Ford (2014) has also opined that organization has no existence without its employees therefore benefit of job design is also associated only with the employees of the organization however employee growth also trigger the growth of the organization that is the end result. According to Wood et al. (2012) Job design is the process that help the employees to work in a better way so that they can put their best effort to enhance their performance. At the same time when employees are performing well the overall performance of the organization is also enhancing. Therefore, organization is earning more profit, which is distributed among the employees as the bonus of the enhanced performance (Lin, Wong Ho, 2013). Therefore, it is clear that both organization and employees are benefitted through the job design, which can be stated that employers and employees both are benefitted through a better way of working within an organization. On the other hand, Lange (2012) has opined that job design is a continuously changing process that helps the employer and the organization to adopt the current trend in the market. It also helps to increase the competitive advantage as compared to the competitors by enhancing the performance. Similarly, employees are getting the benefit of completing the task in a simpler way, that enhancing the job satisfaction and reduce the attrition rate within the organization. These kind of situation is clearly benefiting both because due to good performance employees are getting job security and organization is getting the business and performance stability. To support this view Jensen, Pat el Messersmith (2013) has opined that neither employers nor employees are able to move forward without each others contribution therefore if there is any imbalance in the benefit among them then the whole system will collapse with lot of dissatisfaction. Job design is the processes that automatically benefit both and enhance the organizational performance. Conclusion Job design only benefits employers through increased job performance; it has no benefits for workers has develop the argument in support and against that finds several views. The most eminent view is that job design benefit both employer and employee by improving the organizational performance. The discussion also enlightens the benefit of employer and employees separately to understand the ratio. In the discussion few authors are supporting the view because they are saying that ultimate benefit is going to the employer on the other hand another group of author is saying that employees are getting the benefit from job design. However, from the essay it can be summarized that it is wrong to say that Job design only benefits employers through increased job performance; it has no benefits for workers because both are co related with each other and benefit is distributed equally to them. References Bartling, B., Fehr, E., Schmidt, K. M. (2012). Screening, competition, and job design: Economic origins of good jobs. The American Economic Review,102(2), 834-864.Cerasoli, C. P., Nicklin, J. M., Ford, M. T. (2014). Intrinsic motivation and extrinsic incentives jointly predict performance: A 40-year meta-analysis.Psychological Bulletin, 140(4), 980.Davenport, T. H. (2013). Process innovation: reengineering work through information technology. Harvard Business Press.Dwyer, J 2013 Communication for Business and the Professions, Strategies and Skills, 5th ed., Pearson Education, Australia pp. 627-630.Eisenberger, R., Malone, G. P., Presson, W. D. (2016). Optimizing Perceived Organizational Support to Enhance Employee Engagement.Jensen, J. M., Patel, P. C., Messersmith, J. G. (2013). High-performance work systems and job control consequences for anxiety, role overload, and turnover intentions. Journal of Management, 39(6), 1699-1724.Kehoe, R. R., Wright, P. M. (2013). The impact of high-performance human resource practices on employees attitudes and behaviors. Journal of management, 39(2), 366-391.Korschun, D., Bhattacharya, C. B., Swain, S. D. (2014). Corporate social responsibility, customer orientation, and the job performance of frontline employees. Journal of Marketing, 78(3), 20-37.Lange, T. (2012). Job satisfaction and self-employment: autonomy or personality?. Small Business Economics, 38(2), 165-177.Lin, J. H., Wong, J. Y., Ho, C. H. (2013). Promoting frontline employees' quality of life: Leisure benefit systems and work-to-leisure conflicts. Tourism Management, 36, 178-187.Parker, S. K. (2014). Beyond motivation: Job and work design for development, health, ambidexterity, and more. Annual review of psychology,65, 661-691.Shantz, A., Alfes, K., Truss, C., Soane, E. (2013). The role of employee engagement in the relationship between job design and task performance, citizenship and deviant behaviours. The International Journal of Human Resource Manag ement, 24(13), 2608-2627.Wood, S., Van Veldhoven, M., Croon, M., de Menezes, L. M. (2012). Enriched job design, high involvement management and organizational performance: The mediating roles of job satisfaction and well-being. Human relations, 65(4), 419-445.