Case for Analysis: Work Redesign in an Insurance Company

Running Head WORK REDESIGN IN amends COMPANY Case for Analysis Work Redesign in an insurance company 1. Explain which union characteristics of the employees ponders impart be intensifyd if the consultants recommendations are accepted. make out The core characteristic that quests to be changed agree to the consultants recommendation is the trade range. Employees only had a patronage depth but very little argument range.The consultant suggested the fraternity to change operation structure to a client basis from practic equal to(p) orientation, in which each employee would handle every aspect of service as issuing policies, collecting premiums, change beneficiaries, functioning lend application pertaining to a particular policyholder. This company has a great job depth the double-decker of internal operation believes that, this is the key of success of the company. The job depth is considered as the source of knowledge base and respectableise in the firm. The consult ant has make it to an opposite conclusion according to the information provided by the employees.He considered and reason out that if the job nature and dimension cigarette be spread swimmingly then monotonous nature of work can be changed and employees can be motivated. He added inclusion if electronic data management organisation testament reduce the amount of manual task offered to individual employee and that will eventu tout ensembley cut off the labor cost to the firm. 2. Which alternative design strategies should be considered? For example, job rotation and job explosion are come-at-able alternatives. What are the relevant considerations for these and other designs in the context of this company?Answer Job redesign is actually restructuring the elements of the job by making it much motivating to the performer. It enhances the motivational potential of the job by holdfast core job dimensions. Job redesign strategies that can be considered are job rotation, job enlar gement and job enrichment. Redesigning a job by altering its job range can be performed by either job rotation or job enlargement. Job enlargement is considered a naiant restructuring method, in which the job is enlarged by adding related tasks.In this instance the organization has separate departments to issue policies, collect premiums, change beneficiaries and process loan applications. To enlarge these jobs or to convert it into a client basis, it can be redesigned such as one employee will be responsible for all transaction related to a particular policy holder. Job enlargement can also result in greater work pull out flexibility. In this job enlargement design technique, the number of tasks associated with a job is change magnitude to add greater variety to activities, thus reducing monotony.Employees are bored with monotonic schedule of jobs, so by implementing this technique it will be possible to regain employee satisfaction. A job design technique in which employees ar e moved between two or more than jobs in a planned manner is known as job rotation. The objectives is to ferret out the employees to different experiences and wider variety of skills to enhance job and to cross-train them. In this Insurance Company the employees for different departments can be rotated within the organization. This one whitethorn be an alternative redesign strategy.From the employee perspective this can be some other strategy that can be taken into consideration, as this will do to reduce repetitive nature of jobs. The other job redesign technique that can be used is for redesigning job is job enrichment this is a process to redesign job depth. Job enrichment adds new sources of job satisfaction by increasing the level of responsibility of the employee. In this organization every employee is an expert in their own domain, so the organization is very efficient.Employees are al misrepresent working in a much enriched situation, so employee grievances wont be reduc ed with this technique. While job enlargement is considered a horizontal restructuring method, job enrichment is a vertical restructuring method by virtue of free the employee additional authority, autonomy, and control over the way the job is accomplished. For this company the fuss is the employees are interested in job redesign by changing job range while the manager of internal operation is more interested in job redesign by increasing job depth.The employees are getting bored by monotonic work schedule, they are feeling uncared by the authority and these may be the reasons of high absenteeism. 3. What would be your decision in this case? What should management be willing to turn out for employee satisfaction? Defend your answer. Answer In my opinion Total tone of voice perplexity (TQM) combining the ideas of job enrichment and socio-technical theory will be the outmatch fit here. Managers who implement TQM design jobs that empower individuals to make important decisions near service quality.This empowerment process will encourage participative management, police squad-oriented task modules, and autonomy. The electronic data processing system is very much required for this organization. ahead starting job redesign the authority should consider the following facts. * Assessing the need for job redesigning -It has centrally involved problems with motivation, satisfaction and work effectiveness. -Employees think that thither is problem with design of the work. * Determining the feasibility of job redesign -How ready are the employees for the change? How hospitable are organizational systems to needed change? * Enabling conditions -Reward system facilitating implementation. -Organizational climate facilitating implementation. Employee development program Employees should be on a regular basis taken through various development programs such as training, classes, ill-judged term diploma etceterain order to set them to the highest standard of skipper strength and to maintain a highly skilled workforce. Employees should be able to participate in the program of their choice in their spare magazine to develop and manage their career. Reward metrics and evaluation against the metric Management should come up with an attractive and challenging reward metric to prize performance of individuals. More challenging and realistic metric will take away better performance and satisfaction from human resource. team up make events Team building events such as outing, camping, sport events are the excellent options to deuce-ace work force under the organizational culture. Employees should be able to necessitate their preferred mode of celebration and team building process.Team building events facilitate sharing similar culture and competition crossways partner teams. Assigning higher responsibilities towards organizational goals Employees should be assigned higher responsibilities with time. This enables employees to carry more on t heir capabilities to take work load and also provides a feel of pride and ownership. Employee reorganization Employees should be recognized either as individual or as team for their periodic accomplishments and should be awarded accordingly. This will enhance their confidence level and create healthy competition across organization. Employee review program Employee satisfaction level must be reviewed by management on periodic basis. Employee satisfaction should be evaluated on triplex concerns as their work life balance, perks, work place comforts etc. Motivating work force through dynamic management team Last but not the least employees must be leadership by enthusiastic and pioneer management teams who can lead by example. Dynamic management brings new ideas to the team and provides new challenges to the work force to exercise their skill set. References Gibson, Ivancevich, Donnelly, Konopaske, Organizations behavior structure processes,14th edition