There are two different purposes behind doing an individual assessment those are selection which involves hiring and promotions. The second purpose behind an individual assessment is development this involves employee counseling and career planning. In performing an individual assessment an evaluation must be performed. An evaluation involves performing tests, conferences and appraisal methods. Job evaluation and compensation primary focus is to determine the appropriate compensation is being given for the expertise and responsibilities that the job requires of an individual.
It is because of this tension that an individual might react in a way that reduces the tension in him. Job Characteristics Theory Hackman and Oldham (1976); Schermerhorn (1984); Hellriegel, Jackson and Slocum (1999) and Dugguh (2008) cited by Ali et al. (2015: 419) proposed a framework to study how particular job characteristics affect job outcomes and job satisfaction. The framework states that there are a number of core job characteristics that impact on job outcomes and they are: • Variety of skills: it includes the degree to which a job requires a variety of different activities in carrying out the work and involves the use of different skills and talents of the
The emphasis of this method of job analysis is on the attributes, abilities and knowledge and individuals’ characteristics that are required by the employee to perform the desired duties. According to McCormick et al. (1967) the worker oriented method is more comprehensive of work-related areas as compared to the work oriented methodologies. The worker-oriented approaches are frequently involved in selection purposes, in finding out explicit KSA’s required for the task (Brannick et al., 2007). The requirements of an individual to comprehend the responsibilities and duties of the job are defined by the Worker-oriented analyses describe (Dierdorff and Wilson,
People may be motivated by one or two or all three elements. Some people may be motivated by achievement and affiliation while others are partially motivated by all the three. An organization should try to formulate jobs and responsibilities that best fit i the individual needs. John Stacy Adam’s equity theory (1963) sates the importance of fairness when managing groups of employees. Workers seek a fair balance between what they put into their jobs (inputs) and what they get out of it (outcomes); employees want to be treated fairly and likely to compare their treatment to that of their peers.
The assessment method used by organization for selecting the manager is likely to perform most effectively based by the approaches to selecting the workforce. Most organization uses appropriate approach to select which uses informal tools and procedures used for initially to reduce the pool of candidate and through a more extensive assessment process. There is different type of formal assessment the organization use for selecting the job candidates. The job analysis focus on job required by individuals which is involve a comprehensive list of work task that individual need to do their job. Based the job analysis they identify the task that workers required to do the job then they also identify the KSA’s that needed to perform the job effectively.
The example portrays the differences in the quality and identification that employers look for when hiring people. As stated in Chapter _, it stated “ mainly as content to focus on the ways such traits as ethnicity, “race,” or gender serve as proxies for characteristics clearly related to “ getting the job done,” such as schooling, experience, or the ability to learn.” (PG 152). As mentioned before in the example, employers will look at the quality of the individual. Whether it is from race or gender discrimination, the analysis is based upon these factors. Overall, statistical discrimination is the basis of denying opportunity to certain people and opening up the door for
To HIS Departments came the new tasks of receiving, reviewing, coordinating, and tracking responses and appeals to queries and denials of Recovery Audit Contractors (RACs). (Layman, 2011) What were the outcomes of job enrichment in the HIS Departments? An effective realignment balances three sets of factors. These factors include the "hard" factors of organizational structure and theory and the "soft" human factors of organizational behavior and motivation. Occasionally, these two sets of factors are contradictory – they move in opposing directions.
The third category believes that many concepts and definitions of job satisfaction involve an evaluation process. Factors influencing job satisfaction of creating "job satisfaction" in a person is dependent on several factors together which lead to the achievement of the desired result. Lack of some of these factors may lead person to become dissatisfied with the job. Factors such as the amount of earnings the soul and the nature of work and its social status; prestige and reputation, enhance job safety, lack of role ambiguity, physical conditions, structure and organizational culture and communication with colleagues, according to the characteristics, performance evaluation, fit, flexible, innovative approach. Job satisfaction is a multi-dimensional attitude it is made up of attitude towards pay, promotion, relationship with co-workers, supervision, work conditions, benefits, contingent rewards, nature of work, communication, participation, performance evaluation system of the company etc.
Stacy Adams believed that when there is inequity people will react in several different ways, some will justify the inequity by downplaying their efforts, eg ‘I don’t work that hard so I don’t deserve what that person earns’, or highlighting the referents inputs, eg ‘that person is more qualified than me so deserves better pay’. However, his theory relies on the following reaction, if the person perceiving the inequity increases or decreases their inputs to match the referents outcomes to create a more equal work environment. This was shown to be true in a study with piece-rate employees. Those who felt they were being underpaid increased quantity and reduced quality in order to achieve the same pay as other workers. Those who felt they were overpaid reduced quantity while keeping the quality the same, again trying to achieve and equal pay across the board (Kanfer 1990).