Job Analysis

Job Analysis. Rebecca Matisonn 2110981. Upward Trend.

OVERVIEW. Brief summary of interview conducted Sharon K Parker’s Model explained Using the model above, analyze the interview content Application of theory for an effective solution Conclusion.

[Audio] Product integrity local develops for international.

[Audio] Liases with exco team and CEO guiding the exec team Struggle with change and needs more feedback Flexible work envrionment Work always changing based on crisis.

INTERVIEW. Frustrations that could lead to changes: Complex system Balance between CEO and teams Communication between central HR team and specific department HR teams Productivity Measures Performance Cultures.

[Audio] Antecedents: internal or external factors that the influence or constrain job design. These factors directly impact job characteristics. Expanded work characteristics: most characteristics that were in earlier models do remain relevant, but Parker expanded on those. Feedback needs to be shaped to create a supportive work culture and a culture of high trust and job autonomy rather than a check-up. Expanded outcomes: job satisfaction, job motivation, high performance and attendance all remain central to this model but have been expanded. Job performance is an individual and group outcome that can be expanded to contextual performance (such as a supportive environment) as well as proactive performance (such as a innovation and initiative). Mechanism: "mediating pathway" that helps the work characteristics achieve the outcomes. Team effectiveness and the interaction process will determine if the outcome of your work design will be productive, innovative and result in high job performance. Contingencies: This assumes the effectiveness and appropriateness of work design and creates a model of accountability. This helps understand the solutions and recommendations when implementing the outcomes given..

PARKER’S MODEL (Parker et al., 2001). Individual Feedback and Performance Job Performance Group Team Feedback Team Autonomy Job Performance Organisation Implementation Process Productivity and Innovation.

PARKER’S MODEL EXPLAINED (Parker et al., 2001). page1image1030123744.

[Audio] Gore article: Focus on one element rather than trying to change everything Smaller change can make a great impact Interconnectivity and an atmosphere of the work environment will make the greatest impact Wang article: Parker and colleagues take the work design models and theories and applies it to a remote working context Constant feedback and communication the only way to create a productive and satisfactory work environment Task interdependence and job autonomy also creates a more productive work environment Regular interaction with management will increase productivity, combat frustrations and achieve a higher job performance with a greater space for innovation Parker article: Self-initiated efforts for bringing about change in the workplace and this works hand in hand with feeback for both an individual level as well as a group level Feedback is an effective solution in achieving these desired out comes as it allows for motivation and job growth..

Reference List: Gore, A. (2022). We Need to Let Go of the Bell Curve. Harvard Business Review . Parker, S. K., Bindl , U. K., & Strauss, K. (2010). Making things happen: A model of proactive motivation. Journal of management , 36 (4), 827-856. Parker, S.K., Wall, T.D., & Cordery , J.L. (2001). Future work design research and practice: Towards and elaborated model of work design . Journal of Occupational and Organizational Psychology , 74 , 413-440. Wang, B., Liu, Y., Qian, J., & Parker, S. K. (2021). Achieving effective remote working during the COVID‐19 pandemic: A work design perspective. Applied psychology , 70 (1), 16-59..