A Handbook of Human Resource Management Practice

good culture is consistent in its components and shared amongst organizational members, and it makes the organization unique, th ...

behaviour) or ‘shield’ (participants design a shield, often quartered, which illustrates major cultural features of the organiza ...

that needs to be filled. This analysis can identify behavioural expectations so that development and reward processes can be use ...

Organization, design and development This part is concerned with the practical applications of organizational behaviour theory. ...

Organization design The management of people in organizations constantly raises questions such as ‘Who does what?’, ‘How should ...

work cooperatively under leadership towards commonly understood and accepted goals. The key word in that definition is ‘system’. ...

● provide for the integration of activities and the achievement of cooperative effort and teamwork in pursuit of a common purpos ...

● The external environment. The economic, market and competitive factors that may affect the organization. Plans for product-mar ...

considered against these aims and future requirements to assess the extent to which they meet them or fall short. It is worth re ...

share responsibility and are expected to work with their colleagues in areas outside their primary function or skill. ● Role cla ...

new activities, or because capable individuals are so firmly entrenched in one area that to uproot them would cause serious dama ...

Job design and role development JOBS AND ROLES Ajob consists of a related set of tasks that are carried out by a person to fulfi ...

and competency requirements in the shape of the inputs of skill and behaviours required to fulfil these expectations. The defini ...

The process of intrinsic motivation The case for using job design techniques is based on the premise that effective perfor- manc ...

worker responsible for execution. To a degree, this is inevitable, but one of the aims of job design is often to extend the resp ...

Job design has two aims: first, to satisfy the requirements of the organization for productivity, operational efficiency and qua ...

● autonomy, discretion, self-control and responsibility; ● variety; ● use of abilities; ● feedback; ● belief that the task is si ...

● It affords the employee as much variety, decision-making responsibility and control as possible in carrying out the work. ● It ...

HIGH-PERFORMANCE WORK DESIGN High-performance work design, as described by Buchanan (1987), requires the following steps: ● Mana ...

developed as people develop in them, responding to opportunities and changing demands, acquiring new skills and developing compe ...