Job Redesign and Workplace Rewards Assessment Essay

Job Redesign and Workplace Rewards sagacity - Essay ExampleIt is up to the staff to see how creatively the problem is reind. The heads or the superiors are non involved and do not intervene unless the solution to be provided is beyond the staff. As such on that point is minimal intervention.At the same time commission is provide by the superiors when required. The staff is free to try information as and when required. Also, the staff is free to tackle complex tasks on its own, even where superior guidance is required. At the same time, the staff is also free to develop new skills on its own.All these ego management practices prove to be a motivating factor for the personnel. Since the staff can creatively tackle the queries, they are motivated to do better each time. Similarly minimal intervention by the heads makes them whole step trusted and competent. At the same time the opportunity to develop new skills satisfies there internal jazz up for education. As pointed out below ,Self-managing employees require less oversight, so they improve productivity by reducing the request for continuous supervision. But thats just the beginning. By seeking out opportunities for growth and professional development, self-managing employees foster an surroundings of creative problem-solving, innovation, and personal accountability that strengthens the organizations strategic advantage. Although you cant train your employees to manage themselves, you can cultivate an environment tributary to self-management through support, recognition, and rewards for employees who take initiative and exhibit self-discipline (Shauf, 2007).However, there is one practice that works against the motivational element. That is, the principal duties of the staff are segregated. The personnel handling the client queries are prevented from carrying out the back trading operations of the organization. As such even if a member of the staff is knowledgeable about both the functions of the depar tment, he is not allowed to exercise his opinion. This sometimes makes some members of the staff distrusted. This necessarily works against intrinsic motivation for the job.Similarly, as far as hiring of new members is concerned, the heads or the staff is only partially consulted. They do not accept a final say in hiring the staff. This is also an important element where the personnel feel unworthy.Rewards and motivationJack Zigon defines rewards as something than increases the frequency of an employee action (1998). This definition points to an obvious