Analyze Peter's job change: identify the job design approach, its motivational impact, the HR process involved, two specific steps, and methods for ensuring reliability and validity.

Here are the answers to your questions: 2.1 The job-design approach being applied when Peter takes over Thomas's job is job enrichment. This involves increasing the depth of a job by giving the employee more responsibility, autonomy, and control, as Peter is moving from an assembly-line worker to a team leader role. 2.2 This arrangement may influence Peter's motivation positively. Taking on a leadership role provides increased responsibility, recognition, and opportunities for growth and development, which are strong motivators according to theories like Herzberg's Two-Factor Theory. 2.3 Thomas and HR are currently conducting a recruitment and selection process. This involves identifying the need for a new employee, attracting suitable candidates, and then evaluating them to choose the best fit for the vacant assembly-line worker position. 2.4 Two steps in the process they are using are: • Shortlisting: After screening applications, they reduce the pool of applicants to a smaller, more manageable number (five candidates) who best meet the initial criteria. • Structured interviews: They plan to conduct interviews using a consistent set of questions and evaluation criteria for all candidates, ensuring fairness and comparability. 2.5 To ensure this process is reliable and valid, Thomas and HR can: • Reliability: Use standardized assessment tools such as structured interviews and consistent pre-employment tests, administered in the same way to all candidates, to ensure consistent results. • Validity: Ensure the selection methods (interviews, tests) are job-related by basing them on a thorough job analysis, so they accurately measure skills and abilities essential for the assembly-line worker role. 2.6 The line manager (Thomas) should typically make the final hiring decision. While HR provides expertise in legal compliance and process, the line manager is ultimately responsible for the new hire's performance, integration into the team, and day-to-day management, making their input crucial for operational success. 2.7 One way HR and line managers can build a positive psychological contract is by clearly communicating mutual expectations from the outset. This includes discussing not just formal job duties but also unwritten expectations regarding commitment, development, and support, fostering trust and understanding.