Wrong job description claims lead to loss of job interest and value

Abstract

This research examines the job switching behavior of employees of the organization, who are encountered with discrepancy of the value that they get from these organizations and the value they were promised in the job descriptions. The results divulge that generally people tend to switch, which is mostly to a never tried job but in-depth studies of the two major demographics elaborate that generalized view might be different from the clustered view, which might turnout to be the most powerful prospects of the job and hence help the organizations in more rational way to take their strategic decisions.

Table of Content

Abstract2

Introduction4

Background and Significance5

Discussion8

Methodology8

Implications8

Reccomendations10

Conclusion11

References12

Introduction

In today's competitive environment, where on one end the individuals are seeking the right jobs and usually claims to be the most suitable candidate for the specific job description, the organizations on the other hand are also claiming the intrinsic and extrinsic values that a specific job description provide. In designing such job descriptions, organizations usually try to exaggerate their value propositions and hence create a discomfort for the employees over a certain period of time, which evolves due to the discrepancy of something that was promised over something that was delivered. This as a result, primarily create the ineffective and least interested chunk of the workforce that the organization has at their disposal, and later induces the job switching behavior to another organization, which in case of an eligible talent pool of human resource, act as an intellectual drain out of that organization(Fried, 1991). In today's dynamic human resource management environment, jobs and organization are so susceptible that they have to think twice before making any decision about advertising their vacancies and its job description. Even the corporate giants and their strategic business units are slammed with declining job performance to a level, where they literally encountered bankruptcy and even shutdowns or takeovers. These recent corporate breakdowns have popped up a dilemma that whether majorly, the human resource management myopia, is leading such jobs to a frequent job turnover or is it because of the discrepancy that is found between the value that is promised to the recruits and the one that employees actually encounter (Bhuian et.al, 1996). Converging to the multinational organizations, which are also the highest portion of the employment market, it becomes vital for them, than any other segment, to synchronize their communication of promised value, with the delivered value, towards their employees (Aguinis, 1995). The essence of this research is to examine the most crucial factor which induces job disloyalty and job interest and hence job switching amongst the employees (Brayfield & Crockett, 1955). Till today, the most frequent reason known for introducing an existing job evaluation scheme was to "rationalize" the subjective job structure and to triumph over discrepancies that are associated with the corrosion of differentials. Not uncommonly, the present job evaluation scheme is introduced to swap a previous one, which was not effective anymore. For instance, the earlier schemes have ...