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Job Creation Principles: Satisfying Jobs and Job Crafting

Satisfying Jobs

Organizations need to create and design jobs that are satisfying to every individual employee. This strategy is essential since the targeted workers will remain involved and focus on the outlined mission and vision statements. They will feel empowered and apply their competencies to maximize the level of business performance. Contented employees consider the importance of presenting additional incentives and models for improving organizational effectiveness, thereby increasing overall organizational profitability. When more individuals in a given unit feel satisfied with their jobs and environments, chances of solving emerging differences tend to increase significantly. Consequently, leaders find it easier to learn more about their challenges and address them accordingly1. This goal will also ensure that the company records reduced cases of employee turnover. This outcome is possible since all workers will be involved and complete additional tasks that can take the company to the next level. When the designed jobs are rewarding, more employees will feel empowered, address emerging differences, and introduce new concepts for making the organization more competitive. Companies that consider this initiative will, therefore, record positive gains within a short period.

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Job Crafting

The principles of job crafting allow workers to either drop or add tasks to their primary responsibilities. Personally, I believe that such strategies are relevant to my job due to a number of attributes. First, the concept will make it easier for me to be aware of the unique tasks that I would need to complete within the stipulated time. Second, the initiative can guide me to liaise with my teammates, offer the right support, and improve the rate at which we complete various tasks1,2. Third, the principles provide a new opportunity to ask for help from my colleagues and ensure that various activities resonate with the overall business model. Fourth, the procedures allow individuals to utilize the available resources and time to complete certain tasks that might be rewarding. Since some possible drawbacks might emerge from the adoption of this initiative, it would be critical to take the issue of supervision seriously and encourage all teammates to focus on the best approaches to increase organizational productivity and maximize the intended profits. The leaders can redesign the intended measures and implement them depending on the unique expectations and competencies of the workers.

Job Crafting: Potential Drawbacks

The concept of job crafting presents various drawbacks that can undermine the overall productivity of a given unit. The outstanding example is the workers’ inability to focus on the specific activities that they have to complete. Another possible challenge is that the initiative might reduce the sense of responsibility since some of the employees will consider additional ways of pursuing their personal goals. Throughout the implementation process of the model, the targeted firm will become less efficient and eventually disorient the overall level of profitability. Some workers might stop considering their unique tasks and hope that their workmates will be available to complete them3. These potential challenges require that the leaders in the affected firm supervise the manner in which the job crafting model is implemented. Additionally, the managers need to consider how individuals leave their specific tasks to pursue others. The professional can offer timely insights for completing various activities in accordance with the anticipated goals. Such managers should also ensure that all workers receive the necessary work-life balance.

Reference List

Robbins SP, Judge TA. Organizational Behavior. 18th ed. New York, NY: Pearson Education, 2019.

Petrou P, Demerouti E, Schaufeli WB. Crafting the change: the role of employee job crafting behaviors for successful organizational change. J of Manag. 44(5):1766-1792. doi:10.1177/0149206315624961.

Robledo E, Zappalà S, Topa G. Job crafting as a mediator between work engagement and wellbeing outcomes: a time-lagged study. Intern J Env Res Pub Health. 16(8): 1376-1390. doi:10.3390/ijerph16081376.

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