Technology and the flattening of the global economy have contributed greatly to the changes we now see in jobs and job content across the world. We now recognize that a person presented with quality meaningful work is more likely to do that work well. Because of this insight, job design presently takes some prominent forms.
The first of which is designed around the evolution from individual work to work-groups. This job design practice is called “socio-technical systems” (STS) approach. This approach has the following guiding principles:
=>> The design of the organization must fit its goals.
=>> Employees must be actively involved in designing the structure of the organization.
=>> Control of variances in production or service must be undertaken as close to their source as possible.
=>> Subsystems must be designed around relatively self-contained and recognizable units of work.
=>> Support systems must fit in with the design of the organization.
=>> The design should allow for a high quality of working life.
Another modern job design theory is the Job Characteristics Model (JCM), which maintains five important elements that motivate workers and performance:
=>> Skill variety,
=>> Task identity,
=>> Task significance,
=>> Autonomy,
=>> Job feedback.
The individual elements are then proposed, which lead to positive outcomes through three psychological states: experienced meaningfulness, experienced responsibility, and the knowledge of results (Parker & Turner, 2002).
Source: lumenlearning.com
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