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Job redesign involves the restructuring of work elements of a job so as to promote interest and encourage employees to work better aiming inspiration. The aim is to promote productivity through assigning the right jobs to employees. The process of job redesigning involves analyzing the whole system. To carry out the process first, the job content is revised. In this stage, the inconsistency of the job and the person is determined through recollection and revision of information relating to the job. The job is determined in this stage of assessment of the employee’s performance. After this assessment, there comes the process of analyzing the information relating to the job (Kanfer et al., 2008). In this step, the discrepancies found are analyzed. The barriers hindering the performance by the employee are determined. The employee’s lack of performance in the job area is investigated, and why they cannot give the desired output. Mostly in this stage, the hindrances to job performance are caused by reduced or no interest in the sector, thus, they work as a formality. The tasks and duties show poor or unexpected results in delivery.

The next process is altering the elements of the job. This is a keen amendment of job elements. It is characterized by reducing on the responsibilities of the employee in order to enable them focus on an area fully. For other circumstances, more duties are added to the existing ones and the introduction of the increased accountability for the employees. This alteration of job elements functions to see that the employees work harder in their job areas and provide better performance. After this alteration, the reformation of the description and specification of the job follows. The job analyst is expected to reform the specifications of the job and its description. This step ensures that the employee assigned to a job is capable of delivering the expected results.

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Finally, the analyst reshuffles the duties and tasks relating to the job. The employees are assigned new tasks or reallocated the same jobs, but with the improved conditions. In the allocation, specialty is first put into consideration to ensure there is no waste of work experience from the workers through engineering, enlarging, enriching and rotating the job areas. The goal is to motivate performance and increase employee satisfaction levels at the same time (Kanfer et al., 2008). After these stages the process of job redesigning is successfully achieved.

After the process of job redesign, to ensure that the process is successful follow up strategies are put in place to monitor performance. The first work process would be performance appraisal for the employees. This is the periodic assessment of an employee’s productivity and performance with regards to the set objectives. After job redesigning, the analyst sets objectives that are to be met; consequently, a follow up is done on this. Organizational behavior is also evaluated in the process. This process aims to see that the employee is suitable for the post of work. In the event of redesigning, the employees might be assigned new fields, where they have little experience, thus, a follow up is crucial. This process helps in the communication of both the employer and the employee. These employees are promoted or terminated in the process, and it also includes performance improvement (Jans and McMahon, 1989). Performance appraisal is critical in determining reward systems and work motivation.

Setting up productivity records is crucial to ensure the success of this job redesigning. This is done by daily assessment of the productivity indices of employees; the job analyst follows the daily returns and records of the work done. For instance, in sales, the daily transactions are monitored to observe profitability of the employee to the company. This gives a clear picture of the ability of workers in tackling the assigned duties. It is beneficial to the company as progress is noted on a daily basis.

Performance management is a process that fosters productivity from employees. It merges personal goals with those of the organization. In the realization of individual objectives, the firm also realizes profits, thus, productivity is boosted. An example of this is setting a target index to be met that results in rewards for the workers. When a salesperson sells up to a certain amount, then while rewarding the company benefits too. This is close to the idea of dividends in shares.

Work engineering focuses on sustaining the company’s agenda; in this case, the new job areas created are monitored. While redesigning jobs, new areas are created and assigned workers, but the suitability of these jobs must be monitored to ensure profitability and productivity. Considering an employee working in an electronic shop that is newly established, the productivity of this investment must be observed so that it does not become a liability.

Quality work results are expected after the process of job redesigning. This is because each employee’s concern is addressed, thus, satisfied working environment. The workers offer quality work standards as they do not meet any challenges after the system was revised.

The organization is expected to increase its profits. This is as a result of dedicated working by employees, who sell the services better than before (Jans and McMahon, 1989). When the firm realizes profits, its working crew also benefits through salary increments and bonuses. This is a marvelous thing to both the company and workers.

With employees working at their specialized areas, they feel as sense of belonging with little pressure. The company or organization harnesses their talents and abilities through the creation of job fit profiles for them. This goes along the way into promoting positive relations within themselves and the employer.

The organization needs to come up with strategies that offer a learning environment to the employees. It is inevitable that some individuals will be assigned new posts that do not run through their work experience. To curb this issue, the analysts and administration provide training sessions on the same. Considering an employee previously working in the office, but assigned field duties, they obviously need guidance for this (Steinmetz et al., 2010). Training on different, but relevant fields should be offered to enable the workers be versatile in the new field.

Organizing workers and managers to attend workshops in their fields is also important. Through associating with the experienced individuals from other firms, the workers obtain beneficial data that aids in better working experience and delivery. This also makes the employees comfortable working in the field, thereby, they do not feel under looked by the administration. When an employee is assigned a new field they might feel look down upon, thus, lack work motivation.

Communication in an organization is essential in launching complaints and compliments. To promote this communication within an organization, periodic staff meetings should be scheduled. In this session, employees are asked to speak on their disappointments and needs freely as the board of administrators’ records the same. It is through this venture that new approaches and strategies will be established. Airing their sentiments directly offers hope for solutions to the issues.

Employers should be allowed to give opinions on the introduction of new ideas in the organization. Polling will offer a clear picture on the acceptability of the idea, hence, its success in the market. Before a company comes up with another branch, the workers should contribute by suggesting the strategic area of establishment and the commodity for business. This will cut down the risk of dead investments, thus, reducing the company’s loss.

Companies involved in the same commodity need to communicate on many issues, this is paramount in marketing. Firms trading in one item need to agree on the set of pricing methods for their wares to prevent only a few succeeding. Favorable working conditions are agreed upon through meeting sessions of various companies to bring equity in employment. It is then essential for communication through board meetings to be enhanced fully.

The use of memoranda is essential in organizational communication both internally and externally. The administrative body sends external memos to other companies in order to address urgent matters. This written account is beneficial in promoting official business relations with many companies (Leibovitz and DeLano, 2008). For instance, the director of soda processing might send a memo to the head of mining in Magadi to propose an addition of raw materials for the industry due to the increased demand force. The head of mining is expected to reply through the same channel. Internal memos are used within an organization, when pertinent information is to be relied to the employees. The administration writes an internal memo to the staff addressing a particular subject matter. Feedback is then obtained from the workers; this mostly occurs when the staff population is large.

In this dynamic world, emergency cases are bound to happen, and a proper approach is vital. For the case of intra-organizational communication, there has to be a dependable and fast means. Employees should be offered cell phones for the purpose of relying information even when they are far from the firm. For example, a sales company with several branches would need proper communication for a smooth running. One branch might need goods urgently, thus, cell phones would do the task in requisition.

Before the organization creates job opportunities, it should focus on maximizing on the employees’ work bracket. Creating a lot of unfamiliar job areas will demand a new work force, which only adds to expenses for the firm. Utilization of the already working individuals will prove beneficial as they are acclimatized with the environment (Hupp et al., 1995). This will also disqualify on advertising for job vacancies, which would mean that productivity will fall due to few working hands.

To ensure that there is a satisfaction of the employees, the organization’s analysts should carry out the process of job revision in consideration of the specialty of the workers. While assigning the available jobs, a consideration on the experience of the workers is a key. This is to enable the workers work in the areas of their specialization to enhance productivity. When a worker is assigned an unfamiliar field they might feel uninterested in performing fully and develop dissatisfaction in the system. A qualified computer scientist will feel comfortable if assigned an area related to this field as compared to other fields. Apart from satisfaction, the firm will acknowledge full potential from the employees.

While developing the set of policies and regulations of the company after redesigning, the employees should be consulted for suggestions. With the involvement of the staff, these policies will not be harsh or unfavorable for them. New and unfamiliar regulations will prove difficult for the workers to cope with, hence, complaints that result in resignation or poor productivity. For instance, while coming up with policies on management of the firm the workers’ involvement will be beneficial (Hupp et al., 1995). Reasonable and humane conditions will be adopted that suite the staff and the working environment.

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