job fit

Examples of job fit in the following topics:

• Tactics for Improving Fit

  • The first step in improving fit for a given job design is training.
  • Job analysis employs a series of steps which enable a supervisor to assess a given employee/job fit and to improve the fit, if necessary.
  • Observation: The simplest method of assessing how a job and employee fit is observing the employee at work.
  • Checklist: Another method of improving job fit is to create a checklist.
  • Employee questionnaires can be a useful method of assessing job fit.

• Current approaches to job design

  • Technology and the flattening of the global economy have contributed greatly to the changes we now see in jobs and job content across the world.
  • This job design practice is called socio-technical systems (STS) approach.
  • Support systems must fit in with the design of the organization.
  • Another modern job design theory is the Job Characteristics Model (JCM), which maintains five important elements that motivate workers and performance: skill variety, task identity, task significance, autonomy, and job feedback.
  • By framing the job in these contexts the job design process is more likely to align potential employees with the purpose of the company.

• Employee Recruitment

  • Job analysis involves determining the different aspects of a job through, for example, job description and job specification.
  • The former describes the tasks that are required for the job, while the latter describes the requirements that a person needs to do that job.
  • Methods of screening include evaluating resumes and job applications, interviewing, and job-related or behavioral testing.
  • These firms use advertising and networking as a method to find the best fit.
  • Internet job boards and job search engines are commonly used to communicate job postings.

• Selecting the right People

  • The purpose of behavioral interviewing is to find links between the job's requirement and how the applicant's experience and past behaviors match those requirements.
  • Employers may choose to use just one or a combination of the screening methods to predict future job performance.
  • Companies can continuously improve their selection practices to ensure a good fit for future employees that will successfully accomplish all that the job entails as well as fit into the organizational culture.
  • Research shows that the "degree of cultural fit and value congruence between job applicants and their organizations significantly predicts both subsequent turnover and job performance" (Pfeffer & Viega, Putting People First for Organizational Success, 1998).
  • Thus, companies need to assess their hiring in terms of technical success as well as cultural fit.

• Scheduling Work

  • Job design is defined as the allocation of specific work tasks to individuals and groups (Schermerhorn, Job Design Alternatives, 2006).
  • In order to better understand job design it is helpful to define some key elements and their relationship with job design processes.
  • In job design, it is necessary to identify and structure jobs in a way that the company's resources are being efficiently used.
  • Reward systems also play a role in job design.
  • Support systems must fit in with the design of the organization.

• Types of Unemployment: Frictional, Structural, Cyclical

  • As a result, when the economy recovers they may not fit the requirements of new jobs due to their inactivity .
  • It is the time period between jobs when a worker is searching for or transitioning from one job to another.
  • It occurs when there is a mismatch between the workers and jobs.
  • With cyclical unemployment the number of unemployed workers is greater that the number of job vacancies.
  • Unemployment occurs when there are more individuals seeking jobs than there are vacancies.

• The Psychology of Recruiting and Selecting Employees

  • No matter how a company recruits, the goal of a recruitment strategy is to produce viable applicants who fit in with the company's needs and values.
  • To find the best fit, managers create a list of relevant criteria composed of critical skills, behaviors, and attitudes for each position.
  • Industrial and organizational (I–O) psychologists use a variety of measures to select applicants who are the best fit for a position.
  • The applicant is asked to complete a task that simulates the actual job.
  • The measure didn't cover the full breadth of what the job requires.

• Alternative Philosophies

  • Three alternatives to job specialization are job enlargement, job enrichment, and job rotation.
  • Three alternatives to job specialization are job enlargement, job enrichment, and job rotation.
  • As such, job enrichment has been described as vertical loading of a job, while job enlargement is horizontal loading.
  • These positions may not fit the profile for rotation opportunities because of the costs involved to train the workers.
  • Evaluate job enlargement, job enrichment, and job rotation as solutions to the problems of specialization

• Defining Job Design

  • To understand job design, it is helpful to identify some key elements and their relationship with job design processes.
  • Managers should design jobs that motivate employees.
  • In job design, it is necessary to identify and structure jobs in a way that uses the company's resources efficiently.
  • Reward systems also play a role in job design.
  • Support systems must fit in with the design of the organization.

• Combining internal and external equity

  • The first is pay structure, the output from the job evaluation.
  • Regression generates a straight line that best fits the data by minimizing the variance around the line.
  • In other words, the straight line generated by the regression analysis will be the line that best combines the internal value of a job (from job evaluation points) and the external value of a job (from the market survey).
  • First, they analyze the content of each job.
  • Third, they price each job in the market.