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Job Rotation:
If employees suffer from overroutinization of their work, one alternative is to use job rotation. We define this practice as the periodic shifting of an employee from one task to another. When an activity is no longer challenging, the employee is rotated to another job, usually at the same level, that has similar skill requirements.
C.Ansberry proposed that “Job rotation has also been adopted by many manufacturing firms as a means of increasing flexibility and avoiding layoffs.”
J. Ortega proposed that “Job rotation also has indirect benefits for the organisation because employees with a wider range of skills give management more flexibility in scheduling work, adapting to changes, and filling vacancies.”
Job Enlargement:
It is defined as increasing the number and variety of tasks that an individual can performs results in jobs with more diversity. Job enlargement involves actually changing the job.
Job Enrichment:
It refers to the vertical expansion of jobs, increasing the degree to which the worker controls the planning, execution, and evaluation of the …show more content…
Volume measures of output are normally gross domestic product (GDP) or gross value added (GVA), expressed at constant prices i.e. adjusted for inflation. The three most commonly used measures of input are: hours worked; workforce jobs; and
3. number of people in employment.
Factors affecting employee productivity:
The factors affecting labour productivity or the performance of individual work roles are of broadly the same type as those that affect the performance of manufacturing firms as a whole. They include:
(1) physical-organic, location, and technological factors;
(2) cultural belief-value and individual attitudinal, motivational and behavioral factors;
(3) international influences – e.g. levels of innovativeness and efficiency on the part of the owners and managers of inward investing foreign companies;
(4) managerial-organizational and wider economic and political-legal environments;
(5) levels of flexibility in internal labour markets and the organization of work activities – e.g. the presence or absence of traditional craft demarcation lines and barriers to occupational entry;
If employees suffer from overroutinization of their work, one alternative is to use job rotation. We define this practice as the periodic shifting of an employee from one task to another. When an activity is no longer challenging, the employee is rotated to another job, usually at the same level, that has similar skill requirements.
C.Ansberry proposed that “Job rotation has also been adopted by many manufacturing firms as a means of increasing flexibility and avoiding layoffs.”
J. Ortega proposed that “Job rotation also has indirect benefits for the organisation because employees with a wider range of skills give management more flexibility in scheduling work, adapting to changes, and filling vacancies.”
Job Enlargement:
It is defined as increasing the number and variety of tasks that an individual can performs results in jobs with more diversity. Job enlargement involves actually changing the job.
Job Enrichment:
It refers to the vertical expansion of jobs, increasing the degree to which the worker controls the planning, execution, and evaluation of the …show more content…
Volume measures of output are normally gross domestic product (GDP) or gross value added (GVA), expressed at constant prices i.e. adjusted for inflation. The three most commonly used measures of input are: hours worked; workforce jobs; and
3. number of people in employment.
Factors affecting employee productivity:
The factors affecting labour productivity or the performance of individual work roles are of broadly the same type as those that affect the performance of manufacturing firms as a whole. They include:
(1) physical-organic, location, and technological factors;
(2) cultural belief-value and individual attitudinal, motivational and behavioral factors;
(3) international influences – e.g. levels of innovativeness and efficiency on the part of the owners and managers of inward investing foreign companies;
(4) managerial-organizational and wider economic and political-legal environments;
(5) levels of flexibility in internal labour markets and the organization of work activities – e.g. the presence or absence of traditional craft demarcation lines and barriers to occupational entry;