In the current competitive market, firms in the market conduct an Industrial/organizational development assessment with the aim of evaluating various personal aspects from employees regarding the company, as their employer. There are various ways of conducting such survey assessment and among them if the job description inventory, JDI. Notably, a psychologist can use Job description inventory to his or her advantage, in many ways. The industrial psychologist can make good use of the organizational functional assessment to evaluate the level of motivation employees have concerning his or her job. For instance, Dareen, and Judith, unlike Christine demonstrates the same level of motivation, an indication that they are ready to redesign and work for the firm with the prevailing condition to achieve organizational goals (Hackman & Oldman, 1975).
Utilizing job description inventory to the advantage of the industrial/organizational psychologist
After conducting the organizational functional assessment, it is possible for the industrial psychologist to evaluate the effectiveness of the services he or she has been offering the company. A low level of average specific satisfaction for all employees sends signals to the industrial psychology about the change of strategies he or she has been using to administer therapy to boost the performance of the company (Dancan, Ginter & Swayne, 1988). Apart from this, the industrial psychologist can plan, strategize, and advise the company accordingly concerning the future of the firm as depicted by the cognitive behavior of the employees.
In order for a company to excel, there must be a strong sense of togetherness, ability for employees to coexist. An industrial psychologist could easily check on this and determine the socialization abilities among employees, which could affect client-employee relationship. In the survey, unlike Christine, Dareen and Judith observe that their relationship with co-workers is not good (Hackman & Oldman, 1975). This means that team-playing skills among employees are poor; a move that could affect the quality of services offered by the company. After observing such response from others, the company through the industrial psychologist should embark on a strategy to strengthen the relationship among employees
Upon noting that the company offers poor quality services, the industrial psychologist could note that the level of creativity and innovativeness among employees is low. This would also mean that employees have shifted their mission to accomplish their goals and that of the company. It is therefore the role of the organizational psychologist to encourage, motivate and strengthen their self-esteem to allow them have confidence in any undertaking performed for the benefit of the firm (Dancan, Ginter & Swayne, 1988).
Job description inventory and the level of satisfaction of the previous and current job
Considering that, there are many aspects to be evaluated about the job, and that some of the items evaluated at related, it becomes easy for the assessment to capture accurate information on overall satisfaction of the job. For instance, Darren is dissatisfied with the relationship she has with her boss and a related response is given when she indicates that she is not satisfied with the level of supervision at the job (Hackman & Oldman, 1975). Such consistencies mean the assessment was conducted in an accurate manner. Apart from that, the Job description inventory considered all aspects of analysis including social, economic, and psychological. For instance, in assessing Christine, the Job description inventory has evaluated her ability to socialize with other workers, her boss, her creativity and innovative, the satisfaction she derives from her salary, her general motivation on the job among others. In evaluating these items, the Job description inventory would ensure accuracy in the result, which could be used to sustain the performance of the company as well as that of the employees (Dancan, Ginter & Swayne, 1988).
According to the Job Description inventory conducted to assess the employees of the firm, it has been overall revealed that there lacks a sense of togetherness and team playing among employees of the organization. This organizational functional assessment has based its findings on employees working at various levels of the firm meaning that it reflects the work environment as observed by employees. Furthermore, the responses from all employees who took part in the assessment have been given based on a scale; meaning that an employee cannot give an insignificant or immeasurable response. For instance, on average, Christine responds by giving figures that show that she is satisfied with the firm, which has employed her (Hackman & Oldman, 1975).
As an evaluator, I would use the Job Description Inventory in establishing the causes of low job morale among employees. Notably, I would seek to establish, using the JDI, whether the amount of salaries paid to workers is sufficient to cater for their needs and whether they are rewarded for any outstanding performance they record while on duty. In understanding concepts, I will come up with a conclusion that explains some of the causes of low job morale. Apart from that, I would evaluate the strength of relationship between the employees and the employer or management. The rationale behind it is that, strict supervision downgrades an employee’s morale to work. On the other hand freedom to explore enhances creativity; hence, boosting morale. Further, assessing the employees’ perception towards growing with the company, and job security is a good indicator to check for motivation levels. Admittedly, an employee who is assured of job security is able to grow with the firm; thereby, working hard to achieve his goals as well as those set by the firm. For instance, Darren considers a low level of job security the firm; a situation that has negatively influenced her motivational levels while working at her company (Hackman & Oldman, 1975). Unlike her, Christine and Judith, records a mark higher than five, regarding job security. This is also reflected in their motivational levels; both employees have a high level of motivation regarding their job because they are assured of their future with the company.
Apart from using the JDI to establish the causes of low job morale of employees, it can be used to monitor the effectiveness of the intervention strategy a planner designs for clients. In conducting several JDI after implementing a mitigation strategy, the evaluator can use the results from the JDI to establish whether there are improvements in areas he or she was correcting. Specifically, this can be done by comparing the previous and current responses from employees; thereby, adjusting necessary places or situations. Although this cannot be done for all employees, the company only does it to those who were affected or whose responses triggered an intervention measure. For instance, the Company could target employees such as Darren in such a way to improve their levels of satisfaction and motivation while working for the company. This would be effective for the company if the employees in question affect the production capacity of the company.
Conclusion
Indeed, conducting an evaluation to employees is an organizational initiative conducted by many firm. It is aimed at improving the overall performance of the company as well as the productivity of the organization. Notably, some firm use Job description Inventory to assess their employees in order to plan and focus on future developmental strategies aimed at sustaining the high performance. Additionally, the industrial/organizational psychologist can also use the Job description inventory for their advantage in many ways including changing their therapeutic strategies or checking the effectiveness of the strategies, they have implemented on specific employees.
References
Dancan, J., Ginter, P., & Swayne, L. (1988). Competitive Advantage and Internal organization assessment. Academy of Management Executives, 12(3), 6-18.
Hackman, R., & Oldman, G. (1975). Development of Job Diagnostic Survey. Journal of Applied Social Psychology, 65(1), 159-170.
