As times are changing I would recommend that companies make changes as well, or at least give it a test trail. A decision like this one could really improve the quality of workers, which could affect the quantity of workers needed. This could improve the company’s productivity and save on the cost of paying more workers than needed as well. On the other hand, making this decision could also hurt the company and scare away employees. Giving more work to evaluate each employee individual can be time consuming and added pressure.
This often enhances the company for extra costs for training, while actually improving their financial performance. Redeployment is possible, but it should fulfill three conditions i.e. : it is justify by the needs of employers, it should not reduce the employee’s salary, the new position requires additional qualifications of the employee. From the organization point of view it is sometimes easier to redundant staff instead of redeploy them because there are some problems for example: it is not easy to find a job qualifications corresponding to redundant employee so as to maximize the use of his education, qualifications and experience, as well as satisfy his aspirations. Moreover, the company has to train an employee t... ... middle of paper ... ...s the work is reflected in concrete actions of workers and has an impact on the final outcome of the company.
On the other side of the coin, we find the negative side effects if the implementations don’t go over as well. If workers become over worked due to the added responsibilities as an effect of the job enrichment, they might forget to return emails or their moods will create a more standoff-ish behavior. Conclusion Job enrichment and change can be great to shake the employees awake from their boring monotone jobs. Especially if there are complaints about the repetition or lack of responsibility for employees, job enrichment can be the answer. But like any change, there could be negative side effects.
One crucial reason of high turnover of the employees may be that the employee may not feel committed to the organization. When employees are dissatisfied at work, they are less committed and will look for other opportunities to quit. If opportunities are unavailable, they may emotionally or mentally withdraw from the organization. Thus, organizational commitment is an important attitude in assessing employees’ intention to quit and the overall contribution of the employee to the organization (Naser Shirbagi, 2007). With the increasing speed and scale of change in organizations, managers are constantly seeking ways to generate employees’ commitment, which translates to ... ... middle of paper ... ...rly, 10(2), pp.
Some employers expect the incentives in pay-for-performance plans will motivate employees to increase productivity. However, as employees focus on increased quantity, quality may suffer (Joseph, 2011, para. 2). For example, a salesperson may focus making as many sales as possible and fail to complete paperwork accurately, thereby causing customer service issues. Another disadvantage is that studies have found that when incentives are used to motivate workers, may “reduce intrinsic motivation and ethical beliefs…such as fairness” (Paton, 2009, para.
Motivation and Job Satisfaction Theories The idea of motivation applies to internal elements that coerce action and external elements that can function as stimuli to perform. There are several characteristics that can be affected by motivation such as intensity and persistence. Moreover, motivation goes beyond affecting the procurement of individuals’ skills, and plays a part in the magnitude which they use their skills and abilities. The belief is an organization that has excessive quantity of turnover and absenteeism is the consequence of poor job satisfaction. Excessive turnover and absenteeism normally will result in the organization paying additional cost to recruit and train new employees which can and normally will impact the company bottom-line.
In the long term, the employees’ engagement could be badly affected and it is not a good scenario to the organization. To cater with this issue, HSBC could apply the theory of job enrichment. According to Beatty and Schneider, “Job enrichment is a technique which can motivate the employees which emphasizes that the works need to be challenging and interesting”. The theory of job enrichment was developed by Frederick Herzberg, an American psychologist, in 1968. The job enrichment involving the workers to managerial functions of the higher ranks, allow them to perform more challenging jobs which can strengthen their self-actualization, self-control and self-respect.
Job design and job characteristics are very interesting topics for discussion. In my opinion the modern route, that of fitting jobs to people, is the best decision a manager can make when designing jobs. It leaves employees more space to experience new challenges and take more responsibility in their job. While reading the Overview of the Job Characteristics Model each of the concepts mentioned brought several examples in my mind. I do not want to cite the concepts from the book, but I will give some examples from my own experience and that of my colleagues.
According to the analysis of Layman, to apply job enrichment some or more of the following, depending on the goal the job redesign, can be achieved. If new tasks which require more skills are introduced to the employee, this might result in decreased specialization and thus make the organization more flexible. New skills might also appear challenging or interesting to the employee, therefore the employee might push additionally to master them on theory and on practice. Skills which can be added to the job can increase independence. These skills could lead to better performance because the employee is arranging the tasks in a more practical way or has scheduled in a better way his/her duties according to the dynamic daily routine.
By giving more control to the employee, it allows some to have the freedom they need to feel more relaxed in their job duties and overall motivation in their job. However, for some employees it could be less motivational. For some, the freedom is stressful. They need the structure and direction to complete their jobs. “The purpose of job enrichment is to offset the monotony of routine tasks.” (Layman, 2011) It is important for managers and employees to communicate these issues in order to make the right changes.