18 Nov What are the HRM issues related to a dejobbed or jobless organization?
Order Instructions
The workplace today is flatter, more team-based, and experiences greater change than in the past. Criticism has been levied against job descriptions including that they are no longer necessary in today’s modern organization, it is difficult to rewrite job descriptions as soon as duties change, and that job descriptions and specifications need to be flexible.
As noted in your slides for Week 3, Amazon.com practices “dejobbing” or designing work by project rather than by jobs. In fact, William Bridges’ 1994 book “Job shift: How to prosper in a workplace without jobs” was the source of much writing and forecasting about dejobbing including his article in Fortune Magazine the same year
http://archive.fortune.com/magazines/fortune/fortune_archive/1994/09/19/79751/index.htm with the catchy title “The end of the job as a way of organizing work, it is a social artifact that has outlived its usefulness. Its demise confronts everyone with unfamiliar risks – and rich opportunities.” The criticism continues with a more recent 2012 article by Bersin in Forbes https://www.forbes.com/sites/joshbersin/2012/01/31/the-end-of-a-job-as-we-know-it/#2b13053a16aa titled “the end of the job as we know it” and suggests that the emphasis should be on “roles not jobs.”
Each student is to respond to the questions below:
In your experience, has dejobbing happened? Briefly, describe your experience with or without job descriptions.
Do you have an up-to-date job description that accurately reflects your duties and tasks? If you do, how does it help your work performance? If you do not, how would it help you to have one?
What would appeal to you about working for a company organized without jobs?
What are the HRM issues related to a dejobbed or jobless organization? How does it impact:
Legal compliance
Performance management
Compensation
Training
Skills/competencies/strengths
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