1.Job description is a record that outlines the specific task, function or responsibility of a position. However, the basic items that are to be included in the job identification are as follows:-
- Job summary- generally this item consists of a short paragraph of few sentences that includes the abstract of the specific position that is open with the organization. This describes what the position entails and what duty is expected from the employee for the position.
- Qualifications- the qualification required for a particular position and the minimum skills that is necessary to hold of this job. Education and work experiences are also included in this section.
- Special skills- this section comprises of a list with special skills that the manager needs to find in a probable job candidate. This might include the desired interpersonal skills as well along with professional skills.
- Personal qualities- this is beyond qualification and skills as it is fully related to the personality of a job searcher. Thus, it is a list of necessary personal qualities requires for any specific job (Patel, Messersmith and Lepak 2013)
Joseph’s job description by Ben would be like the following:-
The candidate appropriate for this position must be detail oriented, flexible and is ready to take the regular cleaning and special projects as needed. The candidate will be responsible for cleaning windows, white boards and desks, dusting the staff offices and vacuuming the lecture venues.
Responsibilities and duties
- Vacuuming the lecture venues
- Cleaning the white board and the desks
- Weekly cleaning the windows
- Dusting the staff offices
Qualification and skills
- Janitorial experience
- High school diploma
- Ability to work under minimal guidance
- Capability of moving objects up to 30 pounds
2.Job design is essential for any organization so that the organizational activities are performed in an efficient manner (Wood et al.2012). It further provides the desired information about the compulsory and specific ways of performing the duty. It also provides certain benefits like structuring a competent employee; it makes work more interesting as well as challenging, harmonious relation between management and staffs and brings positive change in the job performance (Truxillo et al. 2012). Taking the example of Joseph and zandile, as their job descriptions are outdated and not aligned with their qualifications and interests thus they are getting bored with their job. However, with right job design the condition for both of them will be better.
i.It is very important to hire a person who matches with the job requirements otherwise employees will get bored and lose interest in their jobs. However, Ben should provide Josephs with Job enrichment increasing his responsibilities as well as adding more duties. He should provide Zandile a position that fits with her degree. She has diploma in management and thus, she can do something better that a filing clerk or job rotation can also be implemented for her so that she gets relief from doing the same job again and again. Thus, job enrichment and job rotation can improve the job fit of both Joseph and Zandile (Ganter and Hecker 2014).
Ganter, A. and Hecker, A., 2014. Configurational paths to organizational innovation: qualitative comparative analyses of antecedents and contingencies. Journal of Business Research, 67(6), pp.1285-1292.
Patel, P.C., Messersmith, J.G. and Lepak, D.P., 2013. Walking the tightrope: An assessment of the relationship between high-performance work systems and organizational ambidexterity. Academy of Management Journal, 56(5), pp.1420-1442.
Truxillo, D.M., Cadiz, D.M., Rineer, J.R., Zaniboni, S. and Fraccaroli, F., 2012. A lifespan perspective on job design: Fitting the job and the worker to promote job satisfaction, engagement, and performance. Organizational Psychology Review, 2(4), pp.340-360.
Wood, S., Van Veldhoven, M., Croon, M. and de Menezes, L.M., 2012. Enriched job design, high involvement management and organizational performance: The mediating roles of job satisfaction and well-being. Human relations, 65(4), pp.419-445.