Job Design, Change and Technology In Relation To Job Evaluation – A Reflective View
Muhammad Ali EL-Hajji

Abstract
This paper intends to focus on the important issues and questions related to job design in the context of job evaluation. In particular: can job design be influenced by the work culture of an organization? What are the main situations that call for job design and / or redesign? How / when does job design interact and deal with the changes in job content? How does job design seek to combine the dynamic nature of work in a high-technology society? How do change, technological development and growth in an organization?s size, affect job demand / job content, the organization?s pay system and the job holder? How does job design itself demonstrate that it is a dynamic process, a task–focused process designed to make sure that jobs are structured / restructured / reorganized / right sized (including downsizing) to fit a task rather than the task performer (i.e. where the job-holder is (recruited) to fit the job, but not vice versa). In so doing, can job design make an organization?s performance more effective and more efficient, and if so how? Can the combination of job design and job evaluation processes accentuate job evaluation flexibility and responsiveness? Here lies the challenge. For job evaluation must be able to be adaptable, responsive and capable of satisfying all the new developments that result from job design or redesign, rather than for it to be seen as a rigid or inflexible system.

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