Job Range, Job Depth, and Job Relationships

Subject: Employee Management
Pages: 2
Words: 576
Reading time:
3 min
Study level: Bachelor

To consider the features of the range and depth of work, such a job position as a business associate for Primerica is taken as an example. Regarding the range of the job, Ivancevich et al. (2018) define it as the number of operations an employee performs to complete a task. For example, when an employee performs one specialized task, their range of work is relatively low. Conversely, if a worker alternates between multiple tasks, the range of work is relatively high because the work consists of less frequent repetition and more variety. In turn, according to Muguna et al. (2021), the depth of the job is the degree of control over the tasks that an employee performs. The work has little depth when there are strict rules, and few decisions need to be made by the employee. On the contrary, high-depth work usually involves decision-making and allows employees to set their own pace.

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Financial services companies, including Primerica, almost always have clients who need an individual approach. It is crucial for them that their conditions and requirements are met. Thus, the task of the business associate is to provide the client with peace of mind and confidence in the positive outcome of their cooperation. The primary task is to find customers and attract them with the services provided by the company. If the client shows interest, then future actions aim to improve and maintain it at the proper level: the results achieved are being discussed, and promising opportunities for cooperation are being assessed. A worthy business associate finds a personal approach to each client, establishes contact, and builds relationships based on trust.

As for business associates, this position involves many tasks and a strong involvement and independence of the employee. The main functions of this employee are to attract and retain customers. Thus, both the depth and the range have high marks since business associates help their employers drive sales growth. Therefore, business associate tasks such as market research, developing a business strategy, establishing relationships with clients, and identifying new business opportunities make the depth and range of this position high.

Depth of work, as well as a range of work, play a huge role in motivating employees. Thus, as a recommendation for changing the motivation of employees, an increase in the depth of work can be highlighted. Allowing employees to take an active role in the decision-making processes and tasks that need to be completed to achieve the intended goals makes them feel like they are genuinely part of the team. This makes employees feel that they are essential and that their work is appreciated. Belete (2018) notes that no one wants to be in an environment where they feel like they have no voice or that their efforts are not being accepted. Thus, a high level of work depth usually results in higher employee satisfaction and increased motivation.

Another way to increase the morale and motivation of employees is to reduce the range of work. It is well known that the more tasks a person has to perform, the more time it takes to complete the work. When an employee is given a set of tasks to complete, they take the necessary steps to achieve them. However, according to Armstrong and Taylor (2020), when other tasks are added to this list without prior warning, this creates performance issues. In this working environment, everything is always done on time, which can lead to critical consequences.

References

Armstrong, M., & Taylor, S. (2020). Armstrong’s handbook of human resource management practice. Kogan Page.

Belete, A.K. (2018). Turnover intention influencing factors of employees: An empirical work review. Journal of Entrepreneurship & Organization Management, 7(3), 1-7. Web.

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Ivancevich, J. M., Konopaske, R., & Matteson, M. T. (2018). Organizational behavior and management (11th ed.). McGraw-Hill Education.

Muguna, A., Micheni, I.., Kirika,. J., & Kaimenyi, C. (2021). The role of job contents on academic staff turnover intentions among universities in Kenya: A developing countries context. Journal of Human Resource and Leadership, 6(2), 10-21. Web.