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Essay / Research Paper Abstract
This 7 page paper looks at the value of job redesign. The paper begins by considering why job redesign may add value and the interaction of job design with motivation. The paper then considers how this may take place with the need for the variety, autonomy and completeness of the task. The bibliography cites 4 sources.
Page Count:
7 pages (~225 words per page)
File: TS14_TEjobred.rtf
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Unformatted sample text from the term paper:
motivation. However, to understand why redesign may be required we first need to consider why a job maybe de-motivational and how change may result in increase levels of commitment
and productivity. Prior to the industrial revolution, division of labour was based on craft, with craftsmen being granted complete discretion on the method
and manner of completion of the task (both the design and execution). Post industrial revolution the sub-division of labour appears, this included the breaking down of jobs into component parts,
each given to individuals responsible for that part of the task only (Huczyniski et al, 1996). Adam Smith author of The Wealth of Nations claimed that this division of labour
created the wealth in the United Kingdom. Charles Babbage agreed with Smith, calling it The Great Principle of Economical Reproduction (Huczyniski et al, 1996).
The next step from this sub-division of labour was scientific management, founded by Frederick Winslow Taylor, a perfectionist who hated waste of any sort. Taylor argued that
even though tasks had been broken down into component parts workers still retained discretion on how to perform tasks. This discretion he argued gave the workers power and that workers
with this discretion would under work and using the control which they gained to their own advantage (Huczyniski et al, 1996). This was possible as management remained ignorant of the
processes involved. Taylors theories were designed to put management in control, designing, using scientifically measured studies these, the most efficient work
methods and then organising the and controlling workers to ensure maximum efficiency (Huczyniski et al, 1996). Job design would involve the standardisation
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