Job Design and Employee Engagement

Job design is the process of placing the set of tasks which is required and getting things done through employees, job design should meet the organizational objective and satisfying and engaging the employees further job design should be in line with organizations’ vision and mission (Katie truss et al, 2014). As per the recent research flexible work and more trainings will enable employee engagement whereas in practice this is not that simple as organizations unable to fulfil all the employees needs and wants hence organizations hire most suitable candidate and enable to work in a roper environment which include the job design and employee engagement (Robinson et al, 2004). As per the researchers, highlighted that each of the characteristics of the job design is to drive the employee engagement further work context should make employees to personally engage with the job and each job designed based on the organizational end objective (Dissanayake, D., Jayatilake, L. 2019).

Figure 05: Characteristics of job Design and Employee Engagement

Source: (Dissanayake D,.  Jayatilake L,. 2019)

As per figure:05, five independent variables (Autonomy, Task Feedback, Task Significance, Task Identity and Skill variety) are significantly connected with dependence variable which is employee engagement and this is statistically proved further five variables are elaborated below (Dissanayake, D., Jayatilake, L., 2019).

Autonomy- extend to give freedom, direction & polices to perform the job

Feedback- extend to give the feedback of job performance which is required, and it could be positive and negative further feedback should be given in a proper interval basis, annual feedback (once in year) doesn’t efficient in current context  

Task Significance- the job which is impacting the individuals and organizations end objective, if employees feel that job has direct link with company objective then the level of motivation and engagement will improve

Task Identity- job which can be completed and visible to others and monitored

Skill Variety- this is what required to perform the given task in organizations, sometimes multiple skills are required 

If employees found that the work is repetitive and not challenging then employees’ leads to psychological distress and disengagement whereas if the work is interesting and challenging then the employees put all the energic and enthusiasm to deliver the job and this will motivate and engage employees further this will enable competitive advantage (Katie truss et al, 2014). In the recent research and HRM practices found that the candidates initially looking at the opportunity for challenge, growth and engagement therefor to attract potential candidate in the labor market organizations designed jobs accordingly and to get high potential and capable employees in to the organizations to engage and deliver(Simon et al, 2015).  

Many organizations have mixed of Generations of people such as Baby boomers, Generation X, Generation Y and Generation Z hence organizations and HR play crucial role to design jobs to getting things done further these generations have distinct level of characteristics and attitude which has direct impact of job satisfaction and employee engagement (Rebecca L, Jones 2018).

Flexible Working and Work Life Balance

Flexible working means where, when and how long employees are working further flexible working lead the direct and indirect benefits for the organizations, direct benefit-organizations can save energy, space and business resources, as per the researches indirect benefits are such as job satisfaction, well-being, higher level of performance and discretionary effort compare with other employees hence all the organizations are focusing the flexible working options in current context which lead the work life balance and engagement (CIDP, 2020).

Further researchers found main three benefit of flexible working (CIDP, 2020).

• ·         Enable better work life balance
• ·         Reduce work stress and employees are psychologically fit
• ·         Employees engaged and increased the retention

The organization which I currently working is, applied flexible working concept due to Covid-19, 90% of the staffs are doing the job while at home in simple terms everyone currently calling as “work from home”. Current pandemic situation enable organization to thing work from home culture as many rented locations will be closed and going to implement “hot seat” culture where staffs don’t have any permanent seat and employees can come to office and deliver work if required only, further I observed this practice enable employees motivation and increased the level of engagement, example manager making teams calls whenever required it could be day or night times to discuss operational matters and more innovative ideas came in to practice.

Further I observed many of my colleagues are willing to work from home rather coming to office in current pandemic situation, employees feel comfortable for living at home with family which reduce the stress and increase the engagement and performance hence currently HR department is redesigning the job and checking the possibilities to keep employees at home and getting this done through digital platform which is more cost effective as currently companies are struggling to generate revenue and this practice will engage employee and increase satisfaction level.   

List of Reference

CIPD, (2017) Flexible working practices: Explores the benefit of flexible working, the types of arrangements commonly used and practical tips on implementing flexible working practices. [Online]. available at <https://www.cipd.co.uk/knowledge/fundamentals/relations/flexible-working/factsheet .>. [Accessed on 10^th August 2019].

Dissanayake, D., Jayatiake, L., (2019) The impact of behavioral elements of job design on employee engagement, of public sector administrative service officers in Sri Lanka,08(01), pp. 87-97 [online]. available at < https://www.researchgate.net/publication/334575837_The_Impact_of_Behavioural_Elements_of_Job_Design_on_Employee_Engagement_of_Public_Sector_Administrative_Service_Officers_in_Sri_Lanka. >. [Accessed on 25^th May 2020].

Katie, T., Angela, B., Doug, C., Tom, D., Mike, E., Dr Stephen, H., Matthew, L., Eti, M., and Peter, T. (2014) Job Design and Employee Engagement [Online]. available at < https://engageforsuccess.org/wp-content/uploads/2015/10/Job-Design-and-Employee-Engagement-Katie-Truss-et-al-11.pdf. >. [Accessed on 25^th May 2020].

Rebecca, L Jones. (2018) The relationship of employee engagement and employee job satisfaction to organizational commitment. Minneapolis, walden university [Online]. available at < https://pdfs.semanticscholar.org/f116/0bea456d2646082eee408a3cb8f1cb26cb4f.pdf?_ga=2.55254370.833305335.1590929630-1419130382.1590929630. >. [Accessed on 28^th May 2020].

Robinson, D., Perryman, S,. and Hayday, S. (2004). The drivers of Employee Engagement Report 408. Brighton, Institute for Employment Studies [Online]. available at < https://www.pdfdrive.com/the-drivers-of-employee-engagement-e17421515.html. >. [Accessed on 9^th May 2020]. 

Simon, L., Arnold, B., Jamle, A., William, H., and Alan, M. (2015) Employee engagement, Human resource management practices and competitive advantage. Deakin university’s research repository [Online]. available at < http://dro.deakin.edu.au/eserv/DU:30071114/albrecht-employeeengagement-post-2015.pdf. >. [Accessed on 27^th May 2020].