Job Design: Tammie, Designing Jobs

3. Job analysis is the next step to consider the skills necessary for employees by job functions. To achieve the job analysis process one must consider the skills necessary for employees’ separated by job title or function. Employees can understand what the vital aspects of their jobs are by analyzing the entire job function and process. This process should include an explanation of primary job functions, how to produce them, and who is responsible for all parts, and the qualifications needed for all steps. Defining the key duties of each job function will benchmark all key elements to determine a systematic process. By identifying each job title or job function will allow management and staff to outline performance standards more

An Analysis of Elizabeth Layman (2011), "Job Redesign for Expanded HIM Functions." 2011 AHIMA Convention Proceedings.

In order to efficiently run a Dunkin Donuts restaurant, I must first outline the company’s organizational structure by designing the right job positions for all levels of the hierarchy. “Job design is what occurs when mangers determine the tasks needed to be done, who will do them, and what selection criteria will be used to choose employees and place them on the job” (Baack, D., Reilly, M., & Minnick, C. 2014) Job design involves three steps which are job analysis, job description and job specification.

Elizabeth demonstrates the principles of job enrichment by including employees in the HIS field in the job redesign process. This is seen through Elizabeth’s recommendations on the following: Doing Satisfaction Surveys, Job Diagnostic Survey, Job Procedure Review. She also suggests the addition of new tasks at higher levels of skill, responsibility, and accountability. This will challenge employees more and give them a greater sense of accomplishment when they are able to complete tasks that are traditionally held for people who are in superior employment positions.

For a performance management system to be effective the organization must establish clear job descriptions for each of the positions that are required to be performed by the employees. This can be a daunting task for the management team however, this is an integral piece of the performance management system. The proper procedure for developing the job description is by using the job analysis method (Aguinis, 2013). The job analysis allows for the management team to determine the specific tasks that are required to perform the job. Additionally, the management team can discover the knowledge, skills, and abilities required to perform the tasks successfully (Aguinis, 2013).

Design is one of the biggest challenges in any project. From the early sketches to over-the-counter permits, we run every aspect of the design so that you can relax. We consult with each client about their exact needs and aesthetic desires. From functionality to efficiency, our goal is to create the best collaborative designs possible. While tweaks to

In creating the job structure, each job needs to be evaluated to see where it falls

As a newly appointed District Manager for the five new Dunkin’ Donuts locations, it is imperative I provide a solid business model and operation procedures to maintain a productive organization. As the District Manager my goal is to increase revenue and promote the brand name of Dunkin’ Donuts. This article will analyze multiple categories in managing this franchise. I will discuss: Job Design, Organizational Design, Recruiting and Selection, and Training and Performance Appraisals.

There are three ways of job redesigning: 1) Job rotation 2) Job enlargement and 3) Job enrichment’ (Herzberg, 1966).

Job design is the simple act of determining task to be done, who will do them, and selection to criteria in chosen employees and placement. Job design is organizing tasks, duties, and responsibilities into a productive unit of work through the collaboration between functional managers and the human resource department (Baack, Reilly, & Minnick, 2014). In

Job design focus about the job requirements of employees. Therefore they need to have skill, knowledge and ability to perform the job. And talent management strategy and practice help for the selection process to emphasis on performance result evaluation

offers a broad view of the necessary steps that management needs to take to redesign jobs. It is

Design is essential. Individuals regularly need reminding that everything around us is planned and that outline choices sway on about all.aspects of our lives, be it the situations we work in, the way we plan gatherings and holidays, or the way we manage to get the top off a cookie jar.

In the article written by Tim Brown the reader discovers that design thinking initiates innovation and offers the business industries a discipline readily reproduced on a continuous basis. The reader also understands how ideas although extremely incomprehensible to fit, creates the best improvements in a product, services and or process. Design improvement although expected to come last before reaching the customer remains the most important part of the development phase.

In the Human Performance it states that, “Existing job design models have been criticized for being able to explain affective outcomes more consistently than they do those of task motivation and performance.” (Burr and Cordy, 2001, pp. 27.) Business dictionary defines Job Design as, “Work arrangement (or rearrangement) aimed at reducing or overcoming job dissatisfaction and employee alienation arising from repetitive and mechanistic tasks. Through job design, organizations try to raise productivity levels by offering non-monetary rewards such as greater satisfaction from a sense of personal achievement in meeting the increased challenge and responsibility of one's work. Job enlargement, job enrichment, job rotation, and job simplification are the various techniques used in a job design exercise. In my current work position as an assistant to an elementary school district strategist, I can account for many aspects leading to me being promoted to this position from an assistant teacher through the characteristics of job design. In Organizational Behavior and Management, it states that, “job design specifies three characteristics of jobs: range, depth, and relationship.” (Ivancevich, Konopaske, Matteson, pp. 147) The number of duties a jobholder or employees has is defining job range. For example, one of my jobs as an assistant teacher was to make copies for a week of work for the entire first grade class, a week ahead of