Job Redesign and Crafting
Name
Institution Affiliate
Date
Prompt 1
Task, relational and cognitive crafting at luxury cruise ship company
The most appropriate crafting for the ship crew is task crafting because their job description is dominantly hands-on activities that involve engineering and safety. Task crafting would include the model of personalization and distribution f labor within the ship to achieve the most efficient team. The efficiency can be achieved by skillful coordination in different tasks from different departments of the crew. For instance, a software engineer collaborates with a technical engineer in software and hardware object linking to provide full service to the cruise occupants (Wrzesniewski et al., 2013, p. 82). Task crafting provides a flexible environment where all workers can go beyond their responsibility.
The hospitality staff requires relational crafting that fits the regular work responsibilities that involve direct contact with clients. This crafting in a cruise ship would be a vital subject to the hospitality team because of the need to create an inviting environment for the company’s clients. The hospitability team should give the discipline and work ethics a consistent and strict adherence through how they treat customers. For instance, handling situations that involve hostile passengers should have documented policy that addresses the situation. Hostility response crew or should be available. Therefore, relational crafting may involve additional occupations in hospitality that handle uncooperative parties.
Moreover, the ‘job swap meet’ is advised among crew members and the hospitality team to be relational. A personalized job description that allows employees to mingle and perform each other’s roles creates a friendly, happier, and more productive work environment (Wrzesniewski et al., 2013, p. 82). It is therefore advisable to omit limits to duties assigned to the cruise ship employees.
Prompt 2
Job enrichment in telemarketing at ABC corporation
The ABC corporation should review job significance and task identity while undertaking redesign because the absence of these two dimensions is evident in the telemarketing sector. The significance of telemarketing might have been provided with less attention by the organization than the other dimensions because the turnover rates show a high number of departing employees. The corporation’s contribution to the wider society is necessary for every employee to arouse the eagerness of contributing to that purpose (Bauer and Erdogan, 2012. p. 20). Task identity is also an important dimension the corporation is supposed to address because it plays an important role in its pride and ownership of the final product. High turnover rates could have resulted from many causes, two of which are poor task identity and significance awareness.
Other job dimensions that did not need redesigning were autonomy, skill variety, and feedback. The corporation’s telemarketers have been given the freedom to perform their duty from any location of their choice. This freedom addresses their work autonomy because they can make independent decisions on the time and place from which they work. The company should also not include skill variety since the nature of work telemarketers do open to using additional talents or skills provided the employee does not mislead the client. Part of the autonomy of telemarketers in ABC corporations is the permit to apply personal skills and talents to increase sales. Feedback is another dimension that should be omitted from the redesigning process because its corporation incorporates it under the task performance reports. Performance evaluation happens through customer satisfaction surveys and monthly sales.
Prompt 3
Job crafting for a sports clinic
I recommend job crafting for the three practitioners since the main reason for imminent departure is boredom. Given that the clinic is a single entity addressing sportspeople’s health issues, the three practitioners could manage it through task, relational and cognitive crafting. The crafting approach will enable the doctors’ freedom to go beyond their professional limitations documented in their job descriptions and perform other tasks at will (Bakker et al., 2016). For example, the therapist physician could work alongside the diagnosis physician in a task crafting to determine a patient’s problem and recommend appropriately. The organization can also use relational crafting in the sense that the practitioners are allowed to design any way they relate to each other or the patients they serve. A practitioner should have the freedom to attend to their patients on the schedule of their choice provided a sound judgment is applied and approved by the practitioner that the practice does not violate work ethic.
The two types of crafting (task and relation) address the major points of concern in the practitioners’ situation that results in boredom. For instance, task crafting creates an active unity of labor that is likely to increase work quality from all three parties. Sharing of ideas among the three practitioners is one of the reasons they could enhance performances. Enhancement of performance guarantees quality service, which can also act as a marketing strategy of the business. Changing relations within the work environment to suit one’s preferences like culture or religion would yield happier and more productive work.
Prompt 3
Table of Definitions
| Type | Category | Definition |
| Job redesign | Enlargement | Increasing the scope of work quantitatively to include duties that were previously present |
| Rotation | Regular changing of employee duty to evaluate their competencies and decide on where they best fit | |
| Enrichment | Enrichment is the qualitative form of enlargement where the organization makes changes to improve the quality of work. | |
| Job Crafting | Task | Employees change their formal job responsibilities by either adding, dropping, or sharing tasks. |
| Relational | Employees change their interaction with each other of the customer in ways that best suit them. | |
| Cognitive | When employees alter their perception of the task to handle it differently and efficiently |
Particular similarities apply to job crafting and job redesign, such that in both approaches, certain categories address the same problem. One of the seminaries applies in enrichment redesign and task crafting. In both approaches, the organization is aiming at the application of diversity of ideas with the organization. Enrichment adds or removes formal duties to improve the quality of work—similarly, task enrichment ideological introduction of tasks through the will and coordination of employees. The two approaches harmonize at handling a diversity of formal duties to achieve quality service.
Differences in the two approaches apply to the party that has the power to make changes. In job redesigning, the organization makes formal changes through a formal stakeholder agreement, and the changes are applicable as work policies that are not subject to change. Job crafting can either be a formal obligation or conducted through personal will and desire. For example, an employee can decide to assist another employee in performing their work. This type of coordination is not part of the employment policies. Generally, crafting offers more freedom by providing a friendly and more productive environment.
References
Erdogan, B., & Bauer, T. (2012). An Introduction to Organizational Behavior. https://2012books.lardbucket.org/pdfs/an-introduction-to-organizational-behavior-v1.1.pdf
Tims, M., Derks, D., & Bakker, A. B. (2016). Job crafting and its relationships with person-job fit and meaningfulness: A three-wave study. Journal of Vocational Behavior, 92, 44-53. https://doi.org/10.1016/j.jvb.2015.11.007
Wrzesniewski, A., LoBulgo, N., & Dutton, J. E. (2013). Job Crafting and Cultivating Positive Meaning and Identity in Work.