BACKGROUNDTURNOVER, SERVICE ISSUES, AND JOB QUALITYTURNOVERSERVICEJOB QUALITYESTABLISHING FIT AND DEVELOPING JOB DEFINITION AND REQUIREMENTSFITDEVELOPING JOB DEFINITIONSESTABLISHING JOB REQUIREMENTSJOB ANALYSISIMPLICATIONS AND FINDINGSCONCLUSION AND SUMMARYREFERENCESThis paper addresses the process and importance of job analysis in public or non-profit organizations and the implications for public or non-profit human resources management.
BACKGROUNDTURNOVER, SERVICE ISSUES, AND JOB QUALITYTURNOVERSERVICEJOB QUALITYESTABLISHING FIT AND DEVELOPING JOB DEFINITION AND REQUIREMENTSFITDEVELOPING JOB DEFINITIONSESTABLISHING JOB REQUIREMENTSJOB ANALYSISIMPLICATIONS AND FINDINGSCONCLUSION AND SUMMARYREFERENCESThis paper addresses the process and importance of job analysis in public or non-profit organizations and the implications for public or non-profit human resources management.In today's very tight economy, both public agencies and non-profits must run in as efficient and cost-effective manner as possible.The state estimates that for every percentage point decrease in turnover, Georgia state taxpayers save over million.Tags: The Fundamental Theorem Of Calculus HomeworkMask Of The Red Essay QuestionsThesis Statements For Fahrenheit 451Writing An Executive Summary For A Business PlanPersuasive Essays About AdoptionEssays On Violence In Hockey
Herzberg (2003) suggested that giving the employee responsibility and recognition were very important in the development of motivation and the desire to remain on the job.
One of the big challenges is how to give the employee responsibility while establishing job requirements.
The company or organization has expectations that employees will remain with their company, but as the statistics show it is all too often that the process simply begins again. Herzberg's (2003) work suggested that there were a number of specific conditions that led to job dissatisfaction.
He was able to establish seven principles that contribute to job satisfaction:- Developing a system that allowed the employee to work without supervision, yet remain accountable- Increasing the necessity for personal accountability, for people to act as their own quality control and supervision- Assigning entire portions of work to accomplish rather than small sections- Allowing employees the authority to make job decisions- Having reports go directly to the employee rather than to the supervisor first- Increasing the level of challenge in the work- Assigning individuals the task of becoming a "local expert" on their work.
There are clearly two issues involved: first, employees must be retained, and second, employees hired to fill openings must be carefully selected.
Although the steps of hiring take time and represent added expense, it is only by careful matching of employee to job that an employer, public or private, can ensure that the employee is qualified to do the job and is interested in doing the job. It is expensive to do a background check; drug testing costs money; references must be checked.
Trevor and Nyberg's (2008) study suggested that the best way to mitigate loss of employees was to determine and strengthen "embeddedness." Embeddedness was defined, in part, as consisting of the fit of the employee to the organization to the job.
Thus developing robust job descriptions can assist human resources managers in hiring the appropriate individuals.
A great deal of research has been accomplished which suggests that turnover is an even greater issue in tight economic times, when marginal employees may have already been downsized.
There is a tendency in organizations to release marginal employees, employees with a great deal of sick time, or disciplinary issues.