Current job position
It is no secret that most organizations have established organizational structures that allow employees to have different job ranges and job depth. Job range refers to the various activities that an organization's management gives employees based on their duties and responsibilities (Bruning & Campion, 2019). On the other hand, job depth refers to an employee's ability to engage actively and participate in accountability and decision-making functions within an organization to improve their productivity and performance in an organization. In any organization, an employee's job is based on responsibilities and duties. The human resource manager designs responsibilities of all the employees in an organization. Therefore, the human resource manager understands all the duties and responsibilities of employees in an organization.
Human resource manager
Every organization has a human resource manager tasked with planning and guiding all human resource policies and services. An organization's productivity is heavily influenced by the human resource manager (Wang et al., 2020). For instance, the human resource manager must recruit highly talented and well-trained employees, initiate effective policies that promote productivity and enhance the staff's safety. Therefore, an organization can only maximize employees' productivity and performance through the human resource manager. In organizations where there is harassment and discrimination of employees, productivity tends to go down. It is the human resource manager's role to bring things in order (Fareri et al., 2020). In addition, the human resource manager is responsible for the growth and productivity of the employees in an organization.
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Attempts Made to Increase Job Depth and Job Range
There are various ways of increasing job ranges for the complete utilization of the skills and knowledge of employees. This process lets the employees perform different tasks yet within their professional qualifications. Expanding the job depth in an organization is crucial for employees' motivation to perform their duties based on their own discretion that they feel fits productivity criteria. Zhu et al. (2020) explain how organizations can increase job ranges, mainly through enlargement and job rotation at the workplace. Rotation and growth of jobs can play an essential role in completing more assignments in an organization. The human resource manager must constantly review the responsibilities of employees based on the organization's circumstances in order to increase productivity.
Examination of Employer Efforts to Increase Job Range and Job Depth
The implementation and establishment of job range and job depth are majorly motivated by the desire to increase employees' general performance and productivity in an organization. In Owler Company, where I work, there has been the implementation of a monetary policy that is aimed at giving monetary rewards to employees who are active in aiding with decision making as well as those with a wide range of responsibilities in the organization. The extra income of employees due to job range policies has motivated employees to perform tasks that would necessitate additional employees in the organization. Moreover, job depth policies have given the employees the discretion to influence their way of conducting activities in an organization for increased productivity and performance.
Recommendations
Piasna, Pedaci, and Czarzasty (2020), argue that the level of knowledge and skills that employees possess is essential for productivity and improved performance. Therefore, Owler Company needs to train employees before increasing their job range, and job depths are increased. Such training is essential in imparting the right skills and knowledge to the employees for effectiveness once they get into new roles and temporary tasks. Besides, an organization needs to establish a feedback channel that allows employees to share their challenges and suggestions for improvement.
References
Bruning, P. F., & Campion, M. A. (2019). Exploring job crafting: Diagnosing and responding to the ways employees adjust their jobs. Business Horizons, 62(5), 625-635.
Fareri, S., Fantoni, G., Chiarello, F., Coli, E., & Binda, A. (2020). Estimating Industry 4.0 impact on job profiles and skills using text mining. Computers in Industry, 118, 103222.
Piasna, A., Pedaci, M., & Czarzasty, J. (2020). Multiple jobs holding in Europe: features and effects of primary job quality. Transfer: European Review of Labour and Research, 1024258920958836.
Wang, C., Xu, J., Zhang, T. C., & Li, Q. M. (2020). Effects of professional identity on turnover intention in China's hotel employees: The mediating role of employee engagement and job satisfaction. Journal of Hospitality and Tourism Management, 45, 10-22.
Zhu, P., Ho, S. N., Jiang, Y., & Tan, X. (2020). The built environment, commuting behavior, and job accessibility in a rail-based dense urban context. Transportation Research Part D: Transport and Environment, 87, 102438.
