“Could work be made more satisfying and participatory?”
Organizations face the challenge of ensuring that work in satisfyingas well as participatory. The challenge derives from factors likeglobalization, which eradicate boundaries and enhance the relevanceof sustaining a competitive advantage. Currently, workplaces demandtheir personnel to work harder, which might often result in excessivepressure from employers. As a result, personnel experience stress andlack interest in participating in their jobs because they seize tobecome satisfying. The paper evaluates the possibility of ensuringwork becomes more enjoyable and participatory.
Work reform is one approach of ensuring employees enjoy their workand take part in organizational roles. Both, the employer andemployee have their diverse views on the objectives and impetus forwork reform. Work reform is the all-inclusive and integrated strategyof redesigning how work is managed. The fundamental objective is toattain progresses in economic performance, as well as compliance andan enhanced life for personnel. Employers view work reform as astrategy for opening up markets, to enhance promotion of laborresources and encourage the continuous progress of productive forces.Employers engage in work reform schemes “as job enlargement, jobenrichment, participative management, socio-technical planning,quality circles and various quality-of-working-life programs (Krahn,Hughes & Lowe, 2011).” This ensures that they treat theirworkers humanely and provide them with suitable work conditions. Whenemployers engage in work reform, they have the objective ofrestructuring power, as well as improving the work life quality fortheir personnel. By improving work life quality it becomes possibleto motivate workers to work harder in turn enhancing productivity,leading to mutual benefits for both parties. Employers benefit fromthe increased productivity of their employees, while workers feelmore content with their roles and work harder.
Work becomes satisfying when it guarantees the workers’psychological development needs are met. The objectives andmotivations of work reform from the employee’s view are to ensurethat the worker becomes more involved when making decisions at work(Krahn, Hughes & Lowe, 2011). This ensures that there is acooperative working environment within the organization. Another viewby the worker is work reform as a form of job enrichment. Enrichmentinvolves the combination of operations prior and following a role toform a more unified role. In addition is the relevance of work reformin facilitating job rotations. Rotations involve personnel moving viaseveral workstations, normally at levels of expertise andaccountability, which align to their original task. The method isnormally employed in introducing variety to greatly tedious andmonotonous roles.
Management plays a crucial role within an organization, mostlyinvolving work management. Hence, management is in constant contactwith personnel, by delegating roles. There are many roles managementcan play in ensuring work becomes satisfying and involving allemployees. An illustration is the replacement of bureaucraticleadership with leadership that involves all employees (Krahn, Hughes& Lowe, 2011). This ensures that every individual within theorganization has a rank and does not feel that they are compelled tobecome submissive to those with more command. Job enrichment is adifferent role of management, which makes work satisfying. Mostindividuals desire work that is exciting and challenging. Work thatmakes it probable to influence other’s lives. This is achievablethrough job enrichment, which makes it easy to improve task assignedto personnel. Management should provide work that is motivating andout of the ordinary, which increases variety to day-to-day routine,as a result, enhancing the depth of work and permits individuals tohave more command of their job.
The roles of unions involve defending the rights of employees,advocating for social fairness, through collective bargaining andlawful actions. Unions are formed with the objective of fighting forthe rights of workers (Krahn, Hughes & Lowe, 2011). Mostemployees are members of a union, which advocates for their rights totheir employers. For instance, it is not as effective for workers topush for better pay, as it would be if they do through a workers’union. It means that the unions represent the rights of employees,which ensures that they have a satisfying work environment. Unionsformed within organizations make it possible for individuals to worktogether in meeting set goals. The state passes laws and policiesthat mandate organizations to provide their employees withappropriate work places. Under these laws, it becomes possible toprotect and push for employees’ rights.
It is achievable to reorganize work in ensuring it becomes morerewarding, participatory. Places of work are transforming underpersistent management pressures to change techniques of production,as well as work. This is a reaction to the advancing technology andchanges in market. Advent forms of work arrangement, insisting onflexible work practices, team effort, worker participation, expertisebased and performance linked compensation structures. Reorganizationhappens when employers refurbish their production and managementstructures, and push for the reorganizing of work and rewardstructures. Organizations can achieve reorganization of work viadecentralizing the decision-making procedure to functioning levels byde-layering of management and enhancing workplace participationduring decision-making. It is also possible to reorganize work duringthe development of a participatory working tradition in form ofself-management groups, as well as supportive labor managementassociations.
Reorganizing work such that it becomes satisfying and participatoryhas to begin from the structure of the organization. An illustrationis the elimination of authoritative bureaucracy form of managing anorganization and replacing it with a more involving form ofmanagement. Krahn, Hughes & Lowe (2011) provides an illustrationof Shell, which by introducing a flat organization structure wascapable of creating a safe and more productive operation. With a flatorganization, the company has just three command levels. Team membersdo not have job titles and they change roles. Pay depends on knowhowand expertise acquired via job training. Such a structure gives powerto employees and permits them to use and advance their expertise.Hence, management benefits from having a great level of workercommitment. This demonstrates that the organization structure makesit probable to enhance work life quality, which eventually leads to asatisfied and participative work environment.
The goals of humanistic work reforms involve improving quality, jobsatisfaction as well as productivity within an organization. Thereforms focus on enhancing the work surrounding, and making workintrinsically more fulfilling. Krahn, Hughes & Lowe (2011) usingSaab’s major auto plant, explains an illustration of such reforms.The authors explain how Saab experienced challenges linked to massproduction, which are non-attendance and high turnover, reduced workquality, discontent and a non-participatory workforce. The challengescompelled the organization to engage in humanistic work reforms,which led to notable changes. For instance, using robots to completerepetitive work was effective in eliminating boredom in theorganization. The research depicts that the main objective of reformsis to improve production and quality. It is thus possible toreconcile humanistic work reform goals with those of productivity andprofit. By improving production, more goods or services are produced,reduces issues like absenteeism and poor work participation fromemployees, hence increasing profits.
The theory of human relations provides insight on work reform. Thetheory focuses on issues like job enlargement, improvement,participatory administration, quality circles and differentapproaches to enhance work life. Through this theory, it becomespossible to comprehend the approaches adopted by organizations inensuring that they reform work places into becoming more satisfyingand engaging. Other theories informing on work reform are theory Yand Herzberg’s theory. The latter argues that work can only becomesatisfying by meeting the workers’ psychological development needs.Theory Y supports the need to involve workers’ participation whenmaking organizational decisions, which results in cooperative workrelationships. The three theories explain the need for changingorganizational structures to suit the needs of workers (Krahn, Hughes& Lowe, 2011). This is because employees’ satisfaction andparticipation depends on their level of engagement within a company.
Contrary, the contingency theory does not depict the effectiveness ofwork reforms. The theory supposes that organizational systems andprocedures are dependent on the immediate challenges arising from thesurrounding. In addition is the argument that there is no perfectapproach to work management. This implies that progresses towardsmore worker involvement do not guarantee that the employees becomemore satisfied. Since companies adapt to changes within and outsidetheir operations, it is not possible to conclude on the lack of aneffective organization structure. Organizations that aim at enhancingthe participation of their personnel must use a structure, whichmakes it possible for all parties to make decisions in unison.
Krahn, H., Hughes, K. D., &Lowe, G. S. (2011). Work,industry, and Canadian society. Toronto:Nelson Education.