Question

Bonus Assignment #2 - Case #2 (p. 677): Repairing Jobs That Fails to Satisfy Please read the case to answer Q1+2 OR Q3+4: 1. Using job characteristics theory, explain why the present system of job design may be contributing to employee dissatisfaction. Please give your suggestions on how to redesign these 5 jobs to increase employees' job satisfaction. 2. Describe some of the specific ways you would make the reward system work better, based on the case.

Answer 1

Answer1:

Currently, Drain Flow’s job style is conducive to worker discontent. Not solely area unit they lacking organization, however, they're additionally lacking coordination and therefore the correct information. The 2,000-employee firm is split into four basic job categories: plumbers, plumber’s assistants, order processors, and asking representatives. All job class’s area unit smitten by another job class to perform at their most effective level. Beneath the duty characteristics model (JCM), the roles at Drain Flow are often represented by 5 core job dimensions: ability selection, task identity, task significance, autonomy, and feedback. Plumber’s and plumber’s assistants each replicate high many task identity, task significance, and feedback. Each job needs completion of a chunk of labor and area unit vital within the living or operating conditions of consumers. They additionally tend to get client feedback upon completion. Plumber’s and plumber’s assistants should tend to all or any of their allotted jobs. However, simply because they're allotted to employment, they'll not be ready to solve the matter. As an example, once the incorrect worker is distributed to employment that's too advanced for them, the duty should be rescheduled. By causation, the incorrect worker, the client, and the worker have wasted their time and in most cases, the client declines additional contact with Drain Flow. Workers area unit than having to trot out client complaints on the spot and area unit having to elucidate that they're not on top of things of creating appointments. Workers area unit flooded not solely with activity their job however additionally providing client service. Similarly, the incorrect worker sent to employment will have an effect on the rates the client needs to pay. An extremely masterly artisan sent to perform a simple task sort of a snake a drain leads to a hefty bill.

Although the prevailing job style at Drain Flow looks quite straightforward and straight-forward, workers became annoyed with having to perform duties outside of their verbal description. As mentioned before, the shortage of coordination and information has a semiconductor diode to worker discontent. Workers all told four job classes don't seem to be operating along to achieve a more robust understanding of others' skills and therefore the correct information of typical plumbing requests. If I got the chance to assist workers to feel additional happy, I'd design their jobs victimization 2 distinct ways. Through job rotation, I'd sporadically shift a worker from one task to a different. I'd possibly use this technique on plumber’s and plumber’s assistants, wherever they'd strive against the duties of AN order processor. This might profit Drain Flow as a result of plumbers and plumber’s assistants have already got the information associated with plumbing and apprehend precisely United Nations agency to assign to every job. The rotation of jobs reduces dissatisfaction and will increase motivation in workers. I'd additionally expand jobs through job enrichment. This technique will increase the degree to that the employee controls coming up with, execution, and therefore the analysis of labor. I think all job classes would notice this psychological feature and can cause larger job satisfaction. Job enrichment permits workers to possess additional freedom and responsibility so they'll assess and proper their own performance. I'd enrich the roles by implementing the JCM at intervals every guideline. Hopefully, although these 2 ways, the workers at Drain Flow would perceive the significance of their work and the way client satisfaction affects AN employee’s job satisfaction.

Answer2:

Based on the case, I think the money rewards system would facilitate encourage workers and can ultimately improve their performance. So far, Lee has developed an idea for the way she would really like to implement the reward system. She has determined a couple of ways that on the way to live job performance and the way the rewards area unit to lean to every job class. However, she has not determined the way to reward the asking representatives, the quantity of the money rewards, and the way usually the money rewards are distributed.

            I'd improve this reward system by making a variety of pointers. First, this reward system ought to be done on a monthly basis. I think this point frame permits asking representatives to gather merely enough data to work out client satisfaction and job performance. Also, workers can have the chance to form any changes and enhancements to redeem themselves before the tip of the month. The money rewards are given supported the knowledge collected in surveys by the asking representatives. For the plumber’s and plumber’s assistants to be eligible, {they should they need toothy have to} receive no complaints and every one job must be handled promptly. Order processors are rewarded for every twenty eminent calls and asking representatives are rewarded on the number of completed surveys they receive. The money rewards are distributed severally whereas a category-wide distribution can end in slackers and solely a couple of workers operating onerous. This can encourage workers, even more, to figure more durable to satisfy customers.

            Trying back at Lee’s initial plan, I'd not classify the rewards as tiny, moderate, or large. There’s no basis to live however huge the reward ought to be. Therefore, all rewards are of the identical quantity, whether or not it's a $50 bonus or a $100 bonus per worker. I think as long as {everyone is most area unit everyone seems to be} doing their best and are creating a shot to enhance client satisfaction, they ought to be given with AN incentive to try to even higher

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