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... 1 Aim of Report
The purpose of this report is to apply the findings of job design research to an organisational setting, utilising theoretical and empirical evidence. ... The following problems will be addressed within this report: The high level of labour turnover (6 new managers within 8 years), failure to meet targets which a based on the levels of scrap (wastage) and work study standards. The department experiences low motivation, low job satisfaction, little or no feedback from management and low autonomy. ... 3 Aim of Intervention
The aim of the intervention developed is to increase motivation, increase job satisfaction, provide/facilitate 360° feedback to employees and to increase the level of autonomy within each employees role, this will be primarily be achieved through job redesign. ... 21 Production Employees
The employees from the production section reported the following problems:
- Bored with completing the same jobs, as some were more physically demanding than others;
- Greater physical efforts deserve a higher rate of pay;
- The rigidity of the task allocation is compromising the grading system;
- Employees were capable of performing all of the skills for all the lines, but employees mainly use one to two of their skills, the skills then deteriorate due to disuse;
- Employees dissatisfied with the grading system as it is inadequate;
- Supervisor increases pace of production line to almost impossible levels, high level of scrap occurs;
- Employees requests that they work less hard in the afternoon as they are tired, supervisor ignores employees, high level of scrap occurs;
- Employees feel that management and supervision organise the work badly and would benefit from taking their advice, employees ignored;
- Their lack of control over the job leads them to pass the responsibility when problems occur;
- Employees adopt a narrow-minded perspective due to the above problems, affects the necessary communication between employees and management. ... If the correct task attributes and work settings were applied during the planning of the job and job design these disadvantages wouldn’t be occurring.
Hackman and Oldham (as cited in Riggio, 1996) classify autonomy as 1 of the 5 core job characteristics that motivates workers, autonomy is the degree of worker freedom and independence that a worker has to schedule and carry out the necessary tasks. ... Another of Hackman and Oldham’s core job characteristics applies to the workers boredom and frustration, which is skill variety. Skill variety is the degree that a worker is able to use a variety of skills and abilities to perform the job required. ... The design and conduct of quality circles is based upon known research into group behaviour. The employees feel that their advice would benefit management and their supervisors, quality circles implemented into the production and packing of the ‘HB’ department would increase job satisfaction and raise their commitment to the organisation. ... This intervention is comprised of five core characteristics, job design, interdependence, group composition, context factors and process, these characteristics have been proven to be connected with the indicators of work group effectiveness (such as: job satisfaction and productivity). ...
The Job Design characteristic was derived from the job characteristics model developed by Hackman and Oldham comprises of: self management (autonomy), participation in decision making, task variety, task significance and task identity.
Approximate Word count = 2623
Approximate Pages = 10.5
(250 words per page double spaced)
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