Download full paperFile format: .doc, available for editing

Review of Literature relating to the Article ‘Reintegrating Job Design and Career Theory: Creating not just Good Jobs but Smart Jobs’ by Hall and Las Heras (2010)Reintegrating job design and career theory involves a variety of processes and activities. Job design is built on various theories and these theories have contributed greatly in the reintegration of careers (Douglas, 1999, pp. 621-622). Theories like the Job Characteristics Model by Hackman & Oldham (1976), and the Social Technical System Theory by Trist and others just to mention a few, have greatly help in bridging practice and theory (cited by Verhofstadt, De Witte & Omey, 2007, p.

137; Herrmann, Loser & Jahnke, 2007). These theories have stimulated researchers to carry out extensive research and the research findings have assisted in shaping the job characteristics that are in place today. Reintegrating job design is a process that has seen diverse changes take place over the past few decades. These changes include shifts from manufacturing to a service oriented economy, and the advent of more learned industry workers who are exposed to really challenging job demands.

The change has also brought about independence of employees, breakthroughs in technology and globalisation. In general, job reintegration has promoted creation of not just good jobs but smart jobs. According to Hall and Las Heras (2010 p. 449), a job is an immediate work experience while a career is an accumulation of skills an experience built over an extensive period of time. Douglas (1999) is among the many scholars who have taken the task of establishing how the redesign of jobs affects employees, management and so forth. Though very few achievements have been acquired in the process of researching for effects of job redesign, major steps are being taken to break the existing theoretical and empirical ground to accommodate job redesign research.

Creating smart jobs requires people to have a desire to learn and understand new things and also calls for responsibility. Motivation is key and an important factor in the quest to redesigning jobs. An organization workforce will perform better if they are motivated as then their attitude towards their jobs is positive. Motivation is therefore a predictor of performance as it facilitates change in behaviour.

This change is important in increasing the productivity of a firm. This brings the concept of self determination theory (SDT). SDT is a framework that examines an employee, his or her perception, goals and objectives and to crown it all, the employee’s aspirations (Ankli & Palliam, 2012, p. 7). All these factors contribute to an individual’s performance and through SDT, an employee’s ability to perform can be increased. This is possible as once an employee’s goals and perception of work are identified, it is possible to motivate him or her to perform even better. The process of job redesign requires effective management and leadership.

An effective leader is one who has the ability to resolve problems, and can see the big picture in a situation. The leader should be an attentive and intelligent individual. He should be willing to learn and also he should be an excellent communicator. These and many more traits build up logoleadership.

Download full paperFile format: .doc, available for editing
Contact Us