Job design techniques, including job enlargement, job rotation, and job enrichment, can benefit corporations and their workforces. Effective implementation of these strategies can result in higher worker satisfaction, better output, and a more enthusiastic and engaged staff (Irabor & Okolie, 2019). I will talk about the possible advantages and challenges of using these job design concepts in an organization in this brief essay.
Job enlargement is increasing a job’s duties and responsibilities to provide workers with more work to do (Mom et al., 2019). By doing this, workers’ involvement at work can rise, and boredom can be avoided. Employees can learn new skills and develop a deeper grasp of the company by relocating to different positions or departments as part of a job rotation program. Additionally, it can assist workers to avoid boredom and expand their skill set. Work enrichment is the granting of workers greater independence and accountability at work. It can enhance their sense of value and commitment to the company (Petermann & Zacher, 2020).
The extra money and work needed for staff management and training in various roles is one reason against using these strategies. Furthermore, some workers might feel uncomfortable with adjustments to their job duties or might become overburdened by taking on more work. Managers’ opposition, who might believe these tactics will upend the organization’s established structure and procedures, is another possible barrier (Mom et al., 2019).
I found that there were notable disparities in my feelings of competence, autonomy, effect, and significance between occupations that I enjoyed and ones that I did not. The opportunity to take on challenging tasks and make my judgments allowed me to have a higher degree of competence and self-determination in the profession I enjoyed. Seeing the tangible effects of my job and how it helped the organization succeed gave me a stronger sense of impact. Because I felt that I had no control over my work and was not challenged, the job I loathed had a lesser level of competence and self-determination. Additionally, my work had less influence and significance because I could not see its value in the organization’s bigger picture.
The harmony of work and life is something I look for in a new employment opportunity. I would search for a business that supports work-life balance and provides advantages like remote work or flexible work schedules. I would also consider the company’s culture and how they value the privacy and well-being of their workers. Having a welcoming and inclusive workplace is essential because, in the long term, it promotes general happiness and job satisfaction. Since I place high importance on ongoing education and personal development at work, I also take the company’s policies for professional development and career advancement chances into consideration.
It is critical for me as the manager of a small clothes company to keep our seasoned senior staff members safe while also providing new workers with learning opportunities. Ensuring a consistent supply of skilled people is crucial for the long-term survival of the organization. I suggest an extrinsic reward scheme to help new hires and skilled workers do this.
I recommend creating an incentive structure for our senior staff with experience based on how quickly and accurately they complete each piece of clothing. This will encourage them to keep up their productive job while also recognizing the value of their talents. For each task they finish above the predetermined daily average, they could receive a 5% bonus, for instance. In addition to praising and acknowledging their efforts, this will foster healthy rivalry among senior staff members to preserve their accuracy and speed (Nigusie & Getachew, 2019).
Furthermore, I suggest implementing a mentorship initiative through which our seasoned senior staff members will assist and educate recent hires. With their extensive expertise and experience, these senior staff members will be invaluable in helping the new personnel quickly pick up the necessary skills. They can be encouraged to participate in this initiative by offering a 3% bonus for each new hire they effectively train and mentor. This will improve our older employees’ morale and job satisfaction in addition to helping the new personnel acquire new skills.
In addition, I advise putting in place a skills-based compensation structure for recent hires who are still learning the ropes. It implies that rather than their years of service, their compensation will be based on the talents they have developed. It will spur them to pick up new abilities and become proficient in them rapidly in order to get paid more. Furthermore, encouraging employees to constantly grow and learn new skills in order to boost their compensation will also guarantee that there is a pool of skilled workers in the future (Alimawi & laili, 2022).
Finally, I suggest providing a signing incentive to staff members who have yet to gain experience to draw in new workers and highlight the opportunity for growth and development within our organization. This bonus may be conditional, incentivizing the new worker to remain with the company and obtain the necessary skills in order to qualify for it. In the long run, this will work as a retention tactic and draw in new personnel.
In summary, a mix of skill-based pay structure, mentoring program, speed and accuracy-based bonuses for senior staff, and signing bonuses for new hires would guarantee a fair and equitable approach to motivating our present and future workers. Our prized senior staff will be retained thanks to this extrinsic compensation strategy, which will help draw in new personnel and encourage them to pick up critical skills quickly. With this strategy in place, we can ensure the future success of the company by securing a talented and committed team.
Alimawi, M., & laili Muda, F. (2022). The Effects of Intrinsic and Extrinsic Rewards on Employees’ Performance. Jurnal Sains Insani.
Irabor, I. E., & Okolie, U. C. (2019). A review of employees’ job satisfaction and its effect on their retention. Annals of Spiru Haret University. Economic Series, 19(2), 93-114.
Mom, T. J., Chang, Y. Y., Cholakova, M., & Jansen, J. J. (2019). A multilevel integrated framework of firm HR practices, individual ambidexterity, and organizational ambidexterity. Journal of Management, 45(7), 3009-3034.
Nigusie, G. T., & Getachew, H. (2019). The effect of reward system on employee creativity. Journal of Higher Education Service Science and Management (JoHESSM), 2(1).
Petermann, M. K., & Zacher, H. (2020). Agility in the workplace: Conceptual analysis, contributing factors, and practical examples. Industrial and Organizational Psychology, 13(4), 599-609.