Job Redesign and Workplace Rewards Assessment Essay

Job Redesign and Workplace Rewards Assessment - Essay ExampleIt is up to the lag to jibe how creatively the problem is semid. The heads or the superiors are not involved and do not intervene unless the solution to be provided is beyond the staff. As such thither is minimal intervention.At the same time guidance is provide by the superiors when required. The staff is free to seek 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 apiece time. Similarly minimal intervention by the heads makes them feel trusted and competent. At the same time the opportunity to develop new skills satisfies there internal crusade for education. As pointed out below,Self-managi ng employees require less oversight, so they improve productivity by reducing the need for continuous supervision. But thats just the beginning. By pursuit out opportunities for growth and professional development, self-managing employees foster an environment 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 causative 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 treatment the client queries are prevented from carrying out the back operations of the organization. As such even if a member of the staff is knowledgeable about both the functions of the department, 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 have a final say in hiring the staff. This is also an important element where the personnel feel unworthy.Rewards and penuryJack Zigon defines rewards as something than increases the frequency of an employee action (1998). This definition points to an obvious