Human Resource Management & Design of Work

 Work Design

    Workplace Design & Human Resource Management Workplace Planning Work design is the establishment of work processes and environments that improve organizational performance and productivity, guarantee that the organization becomes a "great place to work," and are conducive to the health, safety, and well-being of its employees. Work entails putting forth effort and applying information and abilities to accomplish a goal. Work systems are the processes, methods, and strategies that are used to complete tasks. Workplace design, working conditions, and how people are treated at work by their managers and coworkers, as well as the work system, make up the work environment. Within the framework of the work system and the work environment, work design is strongly linked to job design (Armstrong, 2014).

Job Design

         Job Planning Job design outlines the contents of jobs in order to suit work requirements as well as the job holder's personal needs, resulting in higher levels of employee engagement (Armstrong, 2014).

Factors affecting job design

The Job characteristics model

        Factors that influence job design The model of job characteristics The job characteristics model created by Hackman and Oldham is the most important model for job design (1974). Five key job traits were identified:

• Skill variety: the extent to which a job requires a person to engage in activities that stretch his or her abilities and skills.

• Task identity: the extent to which the job necessitates the completion of a specific task.

• Task importance: the extent to which the task result has a significant impact on others.

• Autonomy: the degree to which a job provides an employee with the freedom and discretion to schedule work and determine how it is completed.

• Feedback: the amount of information an employee receives on the effectiveness of his or her efforts, with a focus on feedback that is directly relevant to the task itself rather than coming from a third party (for example, a manager).

According to Hackman and Oldham, if a job's design meets the basic job qualities, the employee will believe the work is meaningful, will feel responsibility for the task, and will know if it has been accomplished satisfactorily. As a result of intrinsic motivation, this would result in high-quality work performance and job satisfaction. 

How Maslow’s motivation theory applies in hospitality employees

         People are motivated to meet the following specific requirements, according to Maslow. Because individuals make up the majority of the workforce in the hospitality sector, it's critical to comprehend their motivational needs in order to improve job happiness. Here's how it works:

-Physiological: air, food, water, shelter, and sleep are all necessities.

-Security: law, order, and stability.

-Love/Belonging: Friendship, intimacy, tenderness, and love are all aspects of love and belonging.

-Esteem: refers to a person's sense of self-worth, independence, accomplishment, and social standing.

-Self-Actualization: Very difficult topics like being fully self-fulfilled and attaining one's own personal potential.

Everyone on the earth can benefit from Maslow's Hierarchy. So, if you're searching for a technique to encourage your employees, appealing to their hierarchical demands is a proven method to get their attention and keep it.

For example, when it comes to your employees’:

• Physiological requirements: you can pay a competitive wage and offer regular breaks, easily accessible restrooms, and complimentary refreshments in the breakroom.

• Security requirements: you can protect your crew with insurance. Consistent feedback and appreciation also provides employees with the job stability they seek.

• Needs for Love and Belonging: you can fund bar crawls, pizza parties, sports leagues, and any other activity you like. It all helps the team bond more quickly.

• Esteem: employee of the Month plaques may promote morale, create confidence, and promote excellence by sending out congratulatory emails and hanging up "Employee of the Month" awards.

• Self-Actualization requirements: mentorship positions can be used to allow high performers to lead others.
  
  

McGregor Theory X and Theory Y

          According to McGregor (1969), management is tasked with directing people's behaviors and efforts in order to achieve organizational goals. McGregor went on to say that employers have two attitudes about employees that are linked to their preconceptions about their nature. Theory X and Theory Y were the names given to these assumptions. He makes four assumptions about employees in Theory X. Employees are sluggish and strive to avoid work; therefore, force must be employed to force them to work; employees avoid responsibility and have little ambition; and employees prioritize security over all other elements linked to work (McGregor, 1969).

          Theory X is an ineffective way for measuring motivation since the character of employees is assumed to be a result of management practice rather than human nature. McGregor (1969) goes on to say that Theory Y is founded on realistic human nature assumptions, such as employees enjoying work and seeing it as a natural part of life. They can also work with less supervision if they are committed to achieving company goals and learn to accept responsibility and make decisions, even if they are not in management roles (Latham, 2007).

          Theory Y may be applied to the job enlargement notion since it encourages lower-level employees to take on more responsibility and allows them to meet their social and self-seeking needs (McGregor, 1969). Theory Y can also be applied to involve employees in the decision-making process (Latham, 2007).

How design of work and motivational theories impact on employee attrition

            The effects of work design and motivational theories on employee attrition Most hospitality companies understand the importance of having motivated staff since it allows them to perform better at work and, in the long run, helps the company expand and reach high performance. The knowledge, skills, and behavior of the employees in the companies have a greater impact on the company's success than the capital or technology deployed. Employees that are motivated are more productive and help an organization achieve higher levels of output. Employees who are motivated are more likely to perform well and contribute to the company's efficiency, effectiveness, and competitiveness. Employees in the hotel sector are expected to work long hours and remain focused on their customers, so keeping them motivated is critical. It is critical for firms to understand the aspects that keep people engaged in order to boost employee motivation. In order to boost productivity, the organization must have an appropriate work and task design. Determine the employee motivational needs using the above-mentioned motivational philosophies. Employees that are motivated stay with the company longer and are less likely to leave. All of these strategic planning efforts eventually lead to a reduction in staff attrition in businesses.

 

References

Armstrong, M & Taylor, S. (2014) Armstrong’s handbook of human resource management practice (13^th ed). Kogan Page Ltd [Online]. Available at www.koganpage.com . Accessed on 26^th May 2021.

Sabri, S. M. & Mutalib, H. A. (2019) Elements of employees’ motivation in hospitality industry. Exploring the Elements of Employees’ Motivation in Hospitality Industry, pp. 13-15 [Online]. Available at https://www.researchgate.net/publication/332110447_Elements_of_Employees'_Motivation_in_Hospitality_Industry. Accessed on 26^th May 2021.

Workplace Systems. (2015) Drivers that’ll motivate your hotel employees to give their all. Hospitality Employee Psychology [Online]. Available at https://cdn2.hubspot.net/hubfs/210357/0049_Psychology/Hospitality_Employee_Psychology_07212015.pdf?t=1455894468220 . Accessed on 26^th May 2021.