Job design

About: Job design is a research topic. Over the lifetime, 9218 publications have been published within this topic receiving 426180 citations.

Green Human Resource Management Practices: A Review

Abstract: The objective of this review is to explore green human resource management practices of organisations based on the existent literature. In this emerging field, it has been generally observed that the existent literature has to be extended further from the perspective of functions of Human Resource Management (HRM). It reveals that much of the past research focused on a few functions of HRM such as recruitment, training and development, performance evaluation and reward management in integrating environmental management with HRM though HRM has more potential and scope in improving organisation’s environmental performance. Hence, this review incorporates diverse functions of HRM to explore the respective green HRM practices under those functions. The findings of the review have identified and highlighted several green HRM practices under the 12 functions of HRM such as job design, job analysis, human resource planning, recruitment, selection, induction, performance evaluation, training and development, reward management, discipline management, health and safety management and employee relations. The contribution of this paper lies in extending the scope and depth of green HRM in materializing sustainable environmental performance of organisations.

The Role of the Manager: What's Really Important in Different Management Jobs

Abstract: This article presents a study on the differences in management roles and activities across different levels and functions within an organization. The study asked more than a thousand managers to rate the relative importance of a number of managerial tasks to their jobs. It identified seven major factors or groups of management tasks. It confirmed that there are differences in the importance of managerial tasks across marketing, manufacturing and administrative functions. The study also revealed that the similarities of managerial tasks are greater than the differences. The practical implication of this finding is that a common approach to selecting, training and developing managers may developed within an organization.

Views of job satisfaction and dissatisfaction in Australian long‐term care

Abstract: The existing job satisfaction literature has tended towards an overemphasis on job satisfaction instruments. In the study reported here the views of 27 nurses and assistants-in-nursing, collected through focus group interviews, were examined to determine the factors that contribute to workplace satisfaction and dissatisfaction in long-term care of older people. Content analysis of focus group interview data revealed that job satisfaction was related to workplace flexibility, residents, working within a team environment and dedication to the service of optimal resident care. Dissatisfaction was linked to working with unskilled or inappropriately trained staff, laborious tasks such as documentation, staffing levels, tensions within role expectations and the increasing need to be available for overtime. In spite of different role expectations, long-term nursing home care is reported to be a very satisfying area in which to work. However, care managers need to put in place strategies for building improved job satisfaction and workplace incentives to encourage graduates to consider long-term care opportunities. Limitations of the study include the small number of participants, bias towards one organization and lack of generalizability of the results. However, the findings confirm many earlier job satisfaction studies and further support the need to consider these issues in relation to recruitment and retention in long-term care.