Job Redesign and Workplace Rewards Assessment Assignment

Job Redesign and Workplace Rewards Assessment Assignment Words: 2182

Running head: JOB REDESIGN AND WORKPLACE REWARDS ASSESSMENT Job Redesign and Workplace Rewards Assessment Name Human Motivation PSY 320 Faculty Date Job satisfaction Job satisfaction has often been described as employees’ emotional response to the current job position. When an employee decides to remain with a company or organization that is called job satisfaction. When employees speak about job satisfaction, another factor for consideration is motivation in the workplace. For companies or organizations to be successful and sustain a competitive advantage, a partnership with employees is needed.

Job satisfaction has several factors: “Relationships with direct reports, workplace environments, fulfillment or personal fulfillment in job duties. “(McNamara, 2009) “Employees’ satisfaction with their jobs has an effect on whether they remain with their employer or leave the organization. ” (Delfgaauw, 2006) This is an emerging trend throughout the individuals’ work career. Individuals leave current employers, when they become disillusioned with current managerial styles. Lack of independence causes “individuals to seek out other job postings and either leave the department or the organization. (Delfgaauw, 2006) Dynamics of job satisfaction and employee motivation Job satisfaction has an economic impact on the company and the employee. Low employee satisfaction levels have “a correlation to employee turnover rates, absenteeism, and reduced productivity. ” (Mohr and Zoghi, 2006) Dissatisfaction in the job, brings companies “higher labor costs and reduced productivity” (Mohr and Zoghi, 2006) Goal setting is an important factor for motivation and work life and personal success. For the majority of employees motivation comes from within. The desire and thirst for knowledge is all consuming, and can propel n individual toward the light of success. When an employee is motivated, they become productive and creative. Job performance is a “functional act of ability and motivation. ” (Accel Team, 2009) Some recommended motivational strategies to improve motivation at work: I. Positive reinforcement and setting expectations II. Treating employees fairly III. Appropriate organizational framework based on individual and group needs IV. Financial incentives or rewards based on job performance: While money is not a primary factor, employers should be rewarded fairly. V. Work related goals VI. Effective discipline measures

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VII. Satisfying employee personal needs Searching for job satisfaction in the workplace The happier an employee is in the workplace, the higher the level of performance and productivity. The work environment should be one that is engaging and where employees are involved. At my company employees have a flexible work schedule. Employees can choose alternative schedules other than the standard 9 to 5. Some colleagues share a job position. This option will afford employees the opportunity to achieve tenure, have successful promotional job searches, which can lead to career advancement within the company.

Motivation can be done with persuasive resources designed to encourage individuals to excel and work harder. “For merit to be encouraged and sustained, it requires measurement and regular rewards. ” (Accel Team, 2009) The company’s success is then enhanced. Accentuating the positive at work is another technique for employee motivation. Many companies have an Employee of the Month. Recognition of employee accomplishments can go far with increasing an individual’s self esteem and improving productivity. In 2005, I received a Star Performer award for project collaboration with two other colleagues.

As a result of our team efforts, my company netted $1 million dollars in transferred assets. The Chairman of our company presented the award at a televised business conference. That recognition showed by that my diligence to my job, my knowledge and skills were recognized and appreciated. Identify the current major components, tasks, or responsibilities of the selected position. The job position selected for discussion is a Service Representative. These employees work in the Operations center. Some of the primary responsibilities are processing withdrawal and transfer requests from our participants.

The tasks, responsibilities and assignments of the employees are required to be processed with a high level of quality and strict compliance and regulatory accuracy. Service representatives are responsible for working closely with internal business partners and external customers to resolve problems that may arise in the course of the business day. Contact must be initiated with customers both internally and externally with an emphasis on communication of the issues and a potential solution. Does the job currently allow any self-management or sense of choice? This position does not allow for a sense of choice.

Employees have some self management ability but the work process is a back end operations support position. Does the position cultivate a sense of intrinsic motivation? True motivation comes from within. Highly motivated employees are often more productive, have fewer workplace accidents or callouts. Traditional approaches towards motivation usually rely on incentives to increase employee engagement. Incentives and extrinsic rewards provide short term compliance; often this serves to weaken employees’ internal motivation. To sustain change and employee engagement in the workplace, employees have to act from self motivation for change.

Employees must shift their thought process about themselves and the company. This position does not cultivate a sense of intrinsic motivation for the staff. One possible reason for this is the position has employees prioritizing multiple simultaneous projects and tasks, allocating time management effectively, working various schedules as the business needs dictate. The culture needs to become more supportive of intrinsic motivation, as that will result in greater employee well being and full engagement in the company endeavors. Briefly discuss what company-wide rewards (e. g. bonus plans and/or profit-sharing) and one-to-one rewards (e. g. , praise and/or recognition) currently exist. Employee benefits are a key component of the corporate compensation and benefits package. Some benefits are: paid time off, tuition reimbursement, living well health and wellness centers, family medical leave, adoption leave, maternity leave, paternity leave, back-up child care services, flexible spending, same sex domestic partner coverage just to name a few. Examine and evaluate if these rewards are effective (or are not effective) in motivating behavior for this position

The company has a performance management mechanism where employees work with management to meet business goals through the establishment of performance objectives, coaching and feedback sessions. Employees who are highly productive are recognized and rewarded in direct relationship to the contribution made to the company. In theory the harder an individual works, or the greater the investment, the greater the reward. The performance management process is designed to establish a link between goals, results and rewards.

Having worked as a service representative years ago, a disconnect exists between the established goals and the rewards that the individuals in this position receive. Morale is low and would support the fact that the rewards method used by management is not effective in motivating these employees to excel. Identify how goals are used at your company with regard to the selected position. The purpose of the goal-setting discussion annually is to reach agreement on the direct report’s goals for the upcoming performance period.

This discussion is important and requires preparation for a successful outcome. Our managers are required to review the company’s objectives and the impact of achievement on those goals. Direct reports roles and responsibilities are to be defined and goals clarified. The goals once clarified are the measurement for which the employee will be held responsible. The employee is responsible for understanding the company’s objectives and how the department or unit supports this. This is done by way of a cascade effect from the Chief Executive officer down to the administrative assistant at the company.

The employees’ goals once set contribute toward the achievement of the manager. Be sure to consider what kinds of goals are set, how the goals are set, and if the goal system is effective for this position. The managers of the benefits representatives need to work on identifying work improvement processes and strategic planning. Planning impacts employee performance. The benefit of this is the promotion of employee focus and alignment with the company core values, with comprehensive accountability, prioritization of goals, and improvement of efficiency, relevancy and eventually success.

Goal setting is a statement of intended future results that should be clear, defined, measurable, achievable, tangible, aligned with the corporate mission and unit goals and ultimately important to the company or organization. Achieving job satisfaction in the workplace Encouragement to perform various tasks is another technique for motivation. After working with management for a specific amount of time, employees should have a discussion where questions are asked regarding more challenging work tasks for additional stimulation, which once received, provides exposure to career growth and additional job knowledge.

Advancement encouragement is another means of establishing employee motivation. Employees must be aware of promotional opportunities within an organization, and have access to a real open door policy. This is the forum for employees to make suggestions and ask questions. Telecommuting is another measure of motivation and job satisfaction. This allows employees to work from home with convenience and flexibility. Telecommuting is an option that can promote employee motivation and allow employees to benefit. I live about 20 miles from my job, so I do not take advantage of telecommuting.

Most positions in the company do not allow for this option, but it one that should be explored. For days when employees have personal obligations or need to spend quality time with family they can work from home quite comfortably. The company has an Alternative Workplace Strategy pilot program. This program leverages telecommuting technology to address business needs and ongoing space issues. The program participants are provided with resources to work successfully remotely and collaborate with teammates from a distance. The company is attempting to foster a more flexible work environment and strengthen a position as an employer of choice.

Having more employees participate in this program could serve as a motivational tool for those challenged with childcare or elder care issues and become a win-win situation for both parties. “Scheduled performance reviews with employees provide a forum for positive feedback. ” (Accel Team, 2009) Our company has annual reviews where employees can receive company expectations, divisional goals and work with management on achieving personal or career goals. “For successful management of employees, good communication streams are needed. ” (Accel Team, 2009) Communication is essential to recruiting and retaining satisfied employees. Employee satisfaction surveys are another means of establishing job satisfaction and motivation. ” (NBRI, 2009) Our company has an annual survey designed for employees to express their views anonymously on company policies and procedures, company initiatives, compensation, health benefits, long and short career goals, and promotional opportunities within the company. Job satisfaction is related to the workplace influences on employee behavior. ” Job dissatisfaction will cause employees to look for job opportunities, sometimes, outside of the current employer. (Delfgaauw, 2006) On the job training provides employees with information that updates their job expectations and that of other available positions in the company. Sometimes, “career mobility requires an individual change either occupations or industries or both. ” (Delfgaauw, 2006) Employers must evaluate and affect change with “working conditions, inadequate or poor job duties, limited financial incentives, as that will fuel employees’ decisions to leave an organization. An individual’s job dissatisfaction will impact job search decisions as to whether they stay or leave an employer. (Delfgaauw, 2006) Employees become unmotivated: 1. When management does not listen or empathasize with employee concerns, complaints or suggestions for improvements. 2. Stagnant in their careers 3. Receive negative feedback from management 4. No Social aspect visible within the workplace environment 5. Receive no additional job responsibilities Individuals are organized to work toward stated company goals or objectives. With coordination of efforts, a successful outcome is achieved. Management must work on encouraging these employees to be more productive and excel at assigned tasks.

Job enrichment is needed to feel valued and competent. Communication channels between management and employees must be frequent and clear. Power exists for management in the use of informal work teams or groups. Conclusion When employees have a sense of belonging, group or team cohesiveness, involvement in the decision making process, viable communication streams, and team building exercises, these factors will assist in gaining maximum employee self-interest and desired behaviors. Companies are being challenged to find ways to meet organizational goals and employee expectations.

This must be incorporated in the organizational design process. Only by ensuring the necessary tools and resources are available, will organizations have successful achievement of the company goals including workplace rewards that are motivational and effective for the employees of the company. References Accel Team (2009) Employee Motivation. Accel-Team. Retrieved on May 10, 2009 from http://accel-team. com/motivation/index. html Delfgaauw, J. (2006) The Effect of Job Satisfaction on Job Search: Not Just Whether, But Also Where? Tinbergen Institute Discussion Papers.

Retrieved on May 11, 2009 from http://www. tinbergen. nl/discussionpapers/05097. pdf Mohr, R & Zoghi, C. (2006) Is Job enrichment really enriching? BLS Working Papers. Working Paper 389, January 2006. Retrieved on May 11, 2009 from http://www. bls. gov/ore/pdf/ec060010. pdf McNamara, C. (2009) Job Satisfaction. Management Help. org. Retrieved on May 11, 2009 from http://www. managementhelp. org/prsn_wll/job_stfy. htm NBRI (2009) Managing Job Satisfaction. Employee Surveys. National Business Research Institute. Retrieved on May 11, 2009 from http://www. nbrii. com/Employee_Surveys/Satisfaction_Study. html

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