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FREE online courses on Building a Winning Team - YOUR PEOPLE - Match People and Jobs

 

 

 

Staff development requires knowledge of each person in relation to the job they do. A consistently poor performance from a subordinate unwilling to respond to efforts at developing him may stem from the fact that he is a square peg in a round hole. Could it be that job satisfaction levels are low? Recent research suggests that job preferences account, in large part, for this phenomenon. It may have its origins in the compulsions, which prompted him to take the job to begin with: family expectations/ compulsions, sheer chance or misjudgment.  Such ‘decision preferences' fall into two categories:

 

Qualitative:  the right-side- of-the-brain type, i.e. the worker who likes intuitive, creative activity

Quantitative: left side of the brain stuff; jobs involving precision and certainty

The manager can (provided he can analyze the case properly) put the right person in the right job. At lower levels of the hierarchy, scope for adjustments to accommodate design preferences is limited. Do whatever you can to push job content towards the desired ‘decision preference'. Higher up the pecking order is self-adjustment, and possibility of delegating work to subordinates.

 

Let us examine some standard staff developers/ motivators:

Automatic performance-linked promotion may invoke the dreaded Peter Principle; instead of over-promoting people, give tangible rewards representing recognition, which will out-weigh the dubious benefits of promotion sans job-satisfaction.

  • Explore the possibility of lateral transfer
  • Too heavy a reliance on qualifications may result in mismatch between preferences and actual job content
  • Choice of training program based on compatible decision-preference factors
  • Such heightened awareness will enable effective coaching/ counseling.

 

 

 

 

QUESTIONS

 

 1.  Why is it necessary to match people to jobs? How would you motivate them?

 

 2. In the present organic organizational structures, how would you motivate staff in absence  

      of promotional avenues?

 

 

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