Building an internally consistent job structure is burdensome to companies
Building an internally consistent job structure is burdensome to companies
DQ1
Please select ONE of the three questions below to answer:
- Respond to the statement “Building an internally consistent job structure is burdensome to companies. Instead, it is best to simply define and evaluate the worth of jobs by surveying the market.”
- Conduct a job analysis of a person you know, and write a complete job description according to the principles described in this chapter. In class, be prepared to discuss the method you used for conducting the job analysis and some of the challenges you encountered.
- Discuss the differences between job analysis and job evaluation. How do these practices help establish internally consistent job structures?
Guidelines: In your answers please draw from your own professional experience and provide examples from your own life, either as a leader, helper, employee, or observer. Review the reading, draw from your own ideas, examples or experience– and conduct some additional research as needed.
R1
NHello Class,
The statement that building an internally consistent job structure is burdensome to companies, and that it is best to simply define and evaluate the worth of jobs by surveying the market, is a contentious issue in the field of human resource management. However, there is evidence to suggest that an internally consistent job structure can lead to better job performance, job satisfaction, and employee retention (Sims, 2002).
According to Cascio and Aguinis (2011), an internally consistent job structure ensures that job roles and responsibilities are clearly defined, which in turn helps to avoid confusion, overlap, and ambiguity. This, in turn, leads to greater job satisfaction among employees. Additionally, a well-defined job structure can also lead to better performance by helping employees understand how their role fits into the larger organizational context, which can lead to a greater sense of purpose and motivation (Sims, 2002).
On the other hand, relying solely on market surveys to evaluate the worth of jobs can have its drawbacks. For example, market surveys may not take into account the unique characteristics of a particular company or industry. Additionally, market surveys may be influenced by factors such as supply and demand, which may not necessarily reflect the true value of a job within a particular organization (Cascio & Aguinis, 2011).
Therefore, while it may be tempting to rely solely on market surveys to evaluate the worth of jobs, companies should also strive to build an internally consistent job structure to ensure that roles and responsibilities are clearly defined and understood by employees. By doing so, companies may be better equipped to achieve higher levels of job satisfaction, performance, and retention.
Thank you for reading,
Masrat
References
Cascio, W. F., & Aguinis, H. (2011). Applied psychology in human resource management(7th ed.). Pearson.
Sims, R. R. (2002). Organizational success through effective human resources management. Quorum Books.
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