Job Redesign and Workplace Rewards Assessment

1542 words 7 pages
Job Redesign and Workplace Rewards Assessment Organizations face massive challenges in attracting and retaining a high-quality and productive workforce. Companies are continually looking for new ways to keep their employees satisfied at all levels in order to harness greater productivity and ideas from people while keeping them motivated and happy. One real challenge examined earlier is the need to transform General Motors to be a much more productive and fully utilized organization by examining the hourly workforce. This is a great change from the traditional "us versus them" mentality of the past between management and the union. Intrinsic and extrinsic types of motivation have been widely studied and the understanding of each has …show more content…
Another example is if the team is not meeting the Responsiveness target, which encompasses mostly productivity numbers, the team will highlight issues or obstacles which are inhibiting them from reaching the set targets. This usually results in having equipment repaired or resolving a quality issue that is creating a bottleneck. Before these self-lead teams were implemented, supervisors and managers had to deal with all of these issues with minimal input from the hourly workers, often wasting resources and time because the issues were not identified correctly. Now the hourly employees are dealing with the issues and directing resources that they understand and are closest too. For the first time ever in the history of the corporation the shareholder and customer expectations are being examined at all levels of the organization. The Plant Manager is working toward the same targets as the hourly worker, the only difference is the Plant Manager is dealing with the entire pie and the team is working on a single slice. This has created greater shareholder and customer enthusiasm. Safety, productivity, efficiency and cost are all moving in the right direction while the hourly employees are feeling motivated and revitalized for the first time in decades. All of this leads to enlarging the employee's role and creating a sense of ownership for the measurables. This all adds to the tremendous financial incentives our organization utilizes to


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