Job Enrichment Essay

The cost of not rehearseing this masses-oriented philosophy is that be chip iners become un actuate, and dissatisfied which leads to low productivity and quality and high absenteeism and turnover rates. The average turnover rate in the building service industry is to a greater extent(prenominal) than 100 percent. This means that if you hurl a crew of 10, you depart exact to hire more than 10 new people over the course of a year erect to maintain your crew. You will spend a lot of time pickaxe in for the employees who quit, ad retributorying work out schedules, submiting replacements and answering a thousand questions from peoplewho dont have the warrant or the knowledge to shape decisions on their own.High turnover in the industry is eventide more signifi drive outt for an few other reason It means that we atomic return 18nt doing our crinkle come up as supervisors and managers. All immediatelys of management must know how to work with people. hire and the wo rk itself ar factors, plainly management certainly sh ars finishice when a worker quits. Study after study shows that workers can be motivated to work hard if they atomic number 18 involved, take placen office and recognized. crease amendment is iodin way to accomplish this.The Case For Job EnrichmentMost employees are essay to reach the economic level at which their basic of necessity for food, shelter, wellness care, trading security and the like will befulfill. Usu anyy little fulfilled but equally important, are the employees intangible necessarily for knowledge, achievement and general self-satisfaction. These high-level needs can be fulfilled altogether done work that is someoneally significant or pregnant to the employee. meaningful work not but improves the motivation of employees and serves their human needs, but also increases their productivity and the overall effectiveness of the organization. 10Meaningful work Involves employees in the identificati on and solution of problems that affect them and the organization. Provides employees with the feeling not the pretense that they are somebodyally contributing to the organization. Provides employees with the hazard to do the work they do best.If employees are performing meaningful work, they are highly involved in solvent work problems that touch them personally and they share in the planning, organizing and controlling of what they do. With this comes change magnitude understanding, achievement and stimulation, which combine to boost motivation and the organizations effectiveness. cardinal of the most effective ways to pass work more meaningful is through vertical job fill up or job enrichment. It goes a long way toward ensuring that the job satisfies peoples higher level needs and that employees are motivated to greater performance. Job enrichment can nullify turnover and give supervisors more time for work that cannot be soft delegated. Taking the time to build in motiva tors can result in increased job satisfaction and much smoother operations for your attach to.The program line for job enrichment can be summed up quite simply If you have people on the job, use them. If you cant use them on the job, let them go. If you cant use them and you cant let them go, you will have a motivation problem. rulers Of Job EnrichmentJob enrichment is basically a structured system of increasing employee responsibility and authority through effective, welldirected delegation.However, it is important to remember that only responsibility and authority can be delegated accountability cannot. With that in mind, lets look at the atomic number 23 principles of job enrichment.Principle 1 Remove controls. The first principle of job enrichment is to remove some controls while still retaining accountability. As dis-BSCAI Services powder storeNovember 2005cussed higher up, the supervisor must always retain accountability but can remove or lessen some of the controls on s ubordinates when they are ready for it. Obviously, this cant be done with employees who have nevertheless started on the job. If it is, theyll be overwhelmed and confused, and the results will be disastrous for them and for their supervisors. But it can and should be done when the employee is ready for it.Example 3. A lead person with a particular knack for training is made an on-the-job trainer.Example. When a unstained has put downd an initial training period, the supervisor checks on his work less precise much, perhaps weekly sort of of periodical.Vertical Versus Horizontal ladenIn this exemplar, the employee has achieved a certain level of expertise. That achievement is recognized, not hardly with words, but also with actions. The fact that some controls are being withdraw demonstrates confidence in the employee. It increases the employees responsibility and control over his or her own work, and that improves motivation.Principle 2 Assign a complete born(p) unit of w ork. The second principle of job enrichment is to assign employees a complete projecta complete natural unit of workwhenever possible. Doing this increases their thought ofaccomplishment. They can hang the results of their own work more clearly. It increases their accountability for that work and fosters pride in a job well done. Example. A cleanup position team is given up complete responsibility for everything within their area.Of course, the employees must see these as positive changes, and be interested in making them. depute new or narrow down tasks recognizes some special ability in an individual employee, and it provides an opportunity for growth and advancement.One warning It is important to abstract between vertical job loading and horizontal job loading. Job enrichment involves vertical loading, or increasing the importance of the job upward. Horizontal loading merely increases the amount of workrequired without providing for growth and more responsibility. here(pr edicate) are some examples of horizontal job loading Rotating the assignments of a number of jobs that need to be enriched. This means general office cleaning for a while, then restrooms, then trash removal, etc. Removing the most difficult move of the assignment in order to free the worker to accomplish more of the less challenging assignments. Challenging employees by increasing the amount of output signal expected. If the employee cleans 4,000 feet a night, see if he or she can clean 5,000.Principle 3 Give employees additional authority. The third principle of job enrichment is to give employees additional authority and freedom. Whenever possible, people should be given the authority to make decisions about their own work. Example. An experienced work crew is given responsibility for inspecting their own work.Obviously, the additional authority has to be rea nameic and consistent with the persons job, and the person has to be ready for it. This is different from just atomic pi le on more work. It is giving the person some new authority and responsibility because he or she has demonstrated competence in otherareas. This gives people recognition and a sense of achievement, and that again improves their motivation.Principle 4 Make reports directly available. The fourth principle of job enrichment is to make weekly reports available directly to employees rather than just to their supervisors.Example. Inspection reports are given directly to the crew responsible for cleaning the area.Again, this lets employees know that they are important. It gives them recognition, keeps them informed, and gives them direct feedback on their performance.Principle 5 Assign new or specialized tasks. The last principle of job enrichment is to assign people new or specialized tasks, enabling them to become experts.Example 1. A general cleaner is trained to become a floor machine operator.Example 2. An employee is given responsibility for quality control for an entire account or series of accounts.Circle No. 11 on Free Inquiry notificationNovember 2005BSCAI Services MagazineThese examples of horizontal job loading do secret code to make a job meaningful and should be avoided at all costs. They actually reduce the employees personal contribution rather than providing an opportunity for growth within the job. In confusing horizontal for vertical loading, supervisors and managers often merely enlarge a jobs meaninglessness instead of enriching it.Developing A Job Enrichment platform Whether or not you apply these job enrichment principles depends on you and the people who work for you. While nearly everyone needs recognition and a sense of accomplishment, not all employees command more challenging work, additional responsibility, and a chance for advancement.Some workers may be meeting their higher level needs off the job, they may have other needs entirely, or they may simply lack the ability. other employees, though, will have the authority and desir e for more. They may need to be coached because of fear or a sense of inadequacy or they may need to be prodded because of a lack of ambition.But they should be boost to take advantage of opportunities, if they have the potential to better themselves and the troupe. For those employees who have the potential and the drive to move up, managers and supervisors have a responsibility to provide opportunities for gain training and advancement. According to Steve Garcia, CBSE, of SMI Facility Services of Albuquerque, New Mexico, job enrichment begins when the employee is hired. The employee needs to feel that his or her employment is not a dead-end job. It should be explained to him or her that the goal of the confederation is to train, develop and promote employees. And, notes Garcia, it is important that the company follows through with this process.In most cases, company training involves learning only how to clean, which is fine, in the beginning, but I think shortly thereafter it should go a quality further by teaching employees how to inspect, how to interact with customers and how to train new employees. Imagine telling your cleaner that you will be filet by tonight to review an inspection report he has filled out himself, he continues,I think you will find in most cases the facility will meet or exceed the expectations of the company and the customer. Your employee will also feel his role with the company is more than just a janitor. He will realize he plays a attain role in the entire process.In addition, Garcia intrusts job enrichment allows a company to have a pool of well-qualified, loyal employees, which can move into higher positionswithin the company.Approach these jobs with the positive attitude that they can be changed even though years of tradition may have led managers and supervisors to believe that the content of the jobs isunchangeable.Get Employee InputOnce the jobs are selected, the next step is direct engagement by the employees whos e jobs are to be enriched. Get a group of workers together to develop a list of changes that may enrich these jobs. They will be a valuable source of ideas and their participation will help ensure the success of any changes. Do not be concerned about the practicality of their suggestions at this time. Just generate a list without getting sidetracked into discussions about how they could be implemented. Once the list is complete, you and the groupshould mask the list to decline suggestions that involve dissatisfiers rather than actual motivation. (You may want to implement changes that eliminate dissatisfiers as well, but right now your counseling should be onjob motivators.) You should also screen thelist to eliminate any horizontal loadingsuggestions.Be sure suggestions are circumstantial and concrete. Generalities, such as Give us more responsibility, are very difficult to implementand are virtually meaningless. You wantthings you can escape out and measure or observe in some way. For exampleThe work team will inspect their own work nightly and the supervisor will inspect weekly. This actually gives the team more responsibility but in a specific, defined way that can be implemented and observed for its effectiveness.Use direct participation by the employees whose jobs are to be enriched. They will be a valuable source of ideas and their participation will help ensurethe success of any changes.Implement The ProgramOnce the job enrichment program begins, there may initially be a drop in performance. This is because changeover to a new job or way of doing things can lead to a temporary simplification in efficiency. But dont lose faith If the above steps are taken and the principles of vertical job enrichment followed, your employees will be motivated to achieve the growth and self-fulfillment they need and want.Clearly, job enrichment takes some work. It has to be built into a job. That takes some time and effort at the beginning but like good training, i t will pay off with more motivated employees who are willing to work hard and undefended of working independently. Ultimately that means improved motivation and job satisfaction. give The Right JobsThe first step in putting job enrichment into course session is to select those jobs as candidates for job enrichment that meet the following criteria $Current attitudes are poor motivation will make a difference in performanceChanges will not be too costlyThis term was excerpted from the Building Service Management Program Volume Three Motivation And Training. The program is a multi-volume training course that covers the technical aspects of cleaning and maintaining buildings as well as the management skills required in an increasingly convoluted and demanding industry. For more information on the program, contact BSCAIs Information profound at 1-800-368-3414 or visit www.bscai.org go to the on-line store and beat on publications.BSCAI Services MagazineNovember 2005