Job Design and Training
Initially, the field of organizational behavior paid attention only to job enrichment approaches to job design. Now, job design has taken a broader perspective, with various dimensions such as job enrichment, job engineering, quality of work life, socio-technical designs, the social information processing approach and the job characteristics approach to job design. There is an established body of knowledge supporting the idea that good designed jobs and goal setting can enhance performance. Work content has been shown to have a significant impact on behavior, morale, and productivity in the workplace. The purpose of job design research is to seek to understand this relationship more clearly and then to use research-based insights to create jobs which are more satisfying to perform, and more efficient in performance. As such this body of knowledge should be a subject of particular relevance for personnel specialists since job content considerations should affect recruitment, training, placement and effort-reward policies. Job design becomes and should be used by the managers as an important instrument to identify the employees training needs, to fix the objectives of the training and to design training programs. Task analysis, work sampling, critical incident analysis and task inventories in which employees indicate how frequently they carry out a particular activity and the importance of each activity to the job are all ways to analyze the training needs for a particular job. Information gathered about qualifications and job content permits tailoring training programs to actual qualifications required to perform the jobs, rather than to some hypothetical ones dreamed up by managers. The content of the job must be translated into training programs that meet the needs of the selected trainees. Training is helping the employees to increase their performance at work, especially if the skills and knowledge gained in training are applied on the job and those have a great impact. How training is transferred to the job is an important issue for every training program. The traditional approach to boost transfer has been to maximize the identical elements between the training situation and the actual job. Often what is learned in a training session faces resistance back at the job. One of the most important techniques for overcoming this resistance requires to create opportunities to implement the new behavior on the job or to design good jobs. However, although job content has very wide repercussions for the personnel area, job design is frequently left by default to the technical and engineering specialists, who seek to make their work system function effectively in production rather than human terms.
Viorel Lefter Aurel Manolescu Cristian Marina(s) Iris Matei
Faculty of Management, Academy of Economic Studies of Bucharest, Romania MagnaPharm Medical Business Unit, Romania
国际会议
17th World Congress on Ergonomics(第十七届国际人类工效学大会)
北京
英文
1-7
2009-08-09（万方平台首次上网日期，不代表论文的发表时间）