Human Resource Management Trimester 1
Table of content
MODULE 5 - Job Analysis and Job Design
1. Peetz et al (2003) ‘Race Against Time: Extended Hours in Australia’ Australian Bulletin of Labour, Vol. 29 (2).
1. Discuss the effects of corporate culture, strategy and industrial relations on job design.
The effect of corporate culture within an organization is one the most delicate principle that has to be studied internally and externally, when implementing a change in job design of corporation.
It was strongly mentioned that the staff had to start multitasking by more workload to be added. The external factor they have overseen what their competitors have started and numbers have been higher than Yarra Bank. As Bill Armstrong has mentioned we have given the union everything they asked for over the years, and now it’s dog-eat-dog and were hurting (Raymond J. Stone, 2010). Numbers have proven that with the less workload their employees were not performing well, as they knew that the union had always back them up, knowing they will not be fired (Stone, 2010). It is important to have the flexibility with motivation in hand for targets set with reward. For this it is important for upper and middle management to communicate, as this should be done with starting job design that will eventually lead to a final decision to be made.
The strategy for Yarra Bank it should undertake the full job analysis process for information to be collected based on job description, job specification, selection techniques and performance measures (Pg. 152-153 Stone, 2010). This will help the Human Resource department to analyse behaviours that will help them create an effective job design to be presented for the union. It is important for communication to be shared throughout this process and involvement of executive management to be internally involved as well. This will be the time for Yarra Bank to establish a healthy foundation for it to stand strong among other competitors in the market.
What the expectation should be and what should be seen in this process are numbers changing, with performance in place that creates competition for targets to be met. It is significant for communication to remain with the employees and management, alongside quarter reviews to be done that assess their performance.
2. Based on your reading of the Peetz et al (2003) article and your own work experience, should organisations place a ceiling on working hours?
I do believe that all organizations should have a place ceiling. From my past experience I was working at an organization were full time hours were from 7am to 7pm Monday to Friday and Saturday’s that was considered full time. It was very hard on the body mentally and physically, where the team focus was not as efficient. The organization did start to see large number of turnovers and productivity was less do the shortage of staff they were experiencing. This meant more work and pressure was on the remaining employees. It is important for one to work 40 hours a week and have time to recover the regular two days off, for one to be efficient at work the next week. This helps with fewer mistakes to occur and productivity does not fluctuate, as there is constant improvement occurring within the organization.
MODULE 8 – Human Resource Development (HRD) & Career Planning
Short Case Study
Ryan has been working for Southern Districts health professionals, a private company that owns and operates a range of health care facilities, including private country hospitals, respite care facilities, physiotherapy centres and women’s health clinics, for a period of eight years. He works primarily in the catering and delivery areas. Ryan holds no formal tertiary qualifications and works largely as a kitchen...
References: Koplan, S. N. (2008, August). Perspectives . In Academy of Management . Retrieved April 9, 2013, from
Hosken, E. (2012, June 18). Hosken: Are CEOs Overpaid?. In CNBC. Retrieved April 9, 2013, from
Stone, R. J. (2011). Human Resource Management (7th ed., pp. 547-554). Milton, Australia: John Wiley & Sons.
Stone, R. J. (2011). Human Resource Management (7th ed., pp. 658- 660). Milton, Australia: John Wiley & Sons.
Stone, R. J. (2011). Human Resource Management (7th ed., pp. 808- 809). Milton, Australia: John Wiley & Sons.
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