Académique Documents
Professionnel Documents
Culture Documents
I. Job Design
either the bottom up, or top down, depending upon the hierarchy and
responsibility of the position and its relationships within the organization. Job
change agent within the organization, and provide new goals for employees.
consultants that were becoming over aroused and losing control of their sense of
perceived control.
cancellations, and add-ons from clients. These external forces and stimuli
overstuffed the belly of our consultants, sub sequentially they turned into over
The extra stressors were creating anxiety, distrust, and resentment among
team members. One consultant was submitting poor work, and proved that she
need to fit in with the group and produce quality work was causing animosity
between two other consultants due to her relentless questioning of how her
and her apparent need for achievement or affiliation, was causing tension to
other skilled programmers (Reeve 152). I realized that the consultant needed to
fit in with a group, after a formal interview. The employee was motivated by
allowing her to join with me in job redesign for the new OSMD position.
setting where the environment is often demanding with little recognition. Taylor-
The prominent changes included that job design must address the psychological
needs of one’s employees including their skills, abilities, needs (Maslow), as well
as the duties of the job. I requested that the employees help design the position,
V. Redesigned
conflict to their own positions to eliminate further conflict among peers. The
contributions of the staff provided valuable ideas that became the foundation for
organisation. The skills, abilities, and needs of the position are clear. The
employee shall be zealous of open source, which may provide passion, and goal
seeking behavior. The position requires monitoring, and steering for the sake of
profit within the projects. This action of having the consultants contribute to the
redesign of the position reinforced trust and relatedness (Reeve 107). Because
everyone had changes to make, we were all challenged, since some of our
support each other to affect that change and the momentum created new
importance on the new position. It was best to change the hierarchy from the
bottom up. In order to facilitate the job redesign within the organization, its better
to engage all to generate their ideas into drafts of specific intentions of the job
characteristics, and the expectations of those characteristics. In an all hands staff
meeting the major goals of the company affected by the new position, where
achievable set of goals to sustain our collective impetus for the organization and
consultants that allowed them to see, measure, and feel growth, alternatively, it
through renewed passion. That passion was renewed by the contributors feeling
value, which is an intrinsic reward because this is a long-term goal for them as
should be met by their primary positions, this position would have to have a
reward that was intrinsic. Such award was a desire to perform the duties of the
position, and a love for this particular type of work. The collaboration of the job
redesign was a democratic method that served two purposes: the consultants
created trust across organizational barriers despite the differences during the
relatedness, and allowed the most competent consultant to fill the position
without discourse. This helped make the great team even better. Motivation was
Studies that show the role work design can play in mitigating the potential
Wall, & Jackson, JOHP, 1997), temporary contracts (Parker, Griffin, Sprigg, &
The lesson to be learned from what you are going through is that to be happy in
any job we all have to remain flexible and understand that we might not
understand.
For example, (Parker, Turner, & Griffin, in press) have argued for the importance
of focusing on 'active' mental health outcomes such as mastery, self-efficacy, and
pro-activity, rather than seeing mental health purely in terms of the presence or
absence of symptomatology (e.g., anxiety, depression). Promoting safer work
through redesigning work characteristics is also a key plank in this research