In authors’ opinion, the critical element of job design is job enrichment. There are two assumptions about job redesign in according with different theories. First, job resign is to enhance workers effort by meeting “employee’s psychological and social needs” . On the other hand, for Taylor-ism, job redesign can be integrated into optimization efficiency theories. It is only a part of it. The authors research would based on their two job nature assumptions. According to recent studies, KWs and MWs have different pattens. Thus, authors propose two hypothesis that Job enrichment would increase KWs “job satisfaction and task performance” but decrease MWs’.
The authors collected samples from Program Developments Department(PDD) and the Logistics Department (PDD) in IT industry in Shenzhen in China. The first one was KW group, the other is MW group. Also, they made establish a control group to be put another way to prove experiment consequence. The experiment concluded three phases, which could roughly divide to pretest phase, enrichment phase and posttest phase. By comparing employees’ satisfaction and performance in the the pretest phase and post-test phase, the authors identified their hypotheses were not be rejected.
As we know, Human resource management(HRM) is one of important management practice field. Moreover, appropriate HRM is the foundation of the successful profitable corporation. For example, for law firms or accounting firms, their profit were highly relevant to the lawyers or accountant performance. Thus, HR should establish job enrichment programs to motivate their performance improvement. For large enterprise', HR should build such program prudentially. First, it is a huge management expense for the company. Second, as the authors proved, the job enrichment will caused the lower performance than before for MWs. For example, UPS, a huge global package delivery company, was succeeded through training their employees to follow instruction strictly. If it want enhance their delivery driver innovation, it will cause confusion. Thus, HR leaders should establish the job redesign programs in accordance with jobs characteristic.
Reference:
Yan, Ming, Peng, Kelly Z. Francesco, &Anne Marie, The differential effects of job design on knowledge workers and manual workers: A quasi-experimental field study in China. Human Resource Management 5/6-2011, Vol. 50 Issue 3, p407-424, 18p Retrieved from:
http://libproxy.uhcl.edu:2057/ehost/detail?vid=5&hid=113&sid=d20c5a1b-4a20-47c9-ae9d-3c887a9fd62b%40sessionmgr104&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&AN=60826731
In the review of the article it states that job performance and job satisfaction do not have positive relationships. How was job performance measured? What if company performance was measured instead job performance? What would the results look like?
ReplyDeleteI think the authors view is that the relationship between job satisfaction and job performance is depend on what the nature of job is. As they said, the manual workers, such as deliver driver or assemble line workers have not clear positive relationship in China. Worker performance measurement are mostly based on the interview and questionnaire(both supervisor and workers). actually I don's think the change can be worked. The result is according the experiment of serial group workers but not companies。 Also, every companies has MWs and KWs. Thus,you may not figure out what the exact reason to cause the firm performance. The good performance can be caused by job enrichment to KWs. both of KWs and MWs.
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