This work is devoted to the analysis of the human resource management policy within a single company. Using the example of policy introduced in the Jackson County Library, where the personnel was rotated on a regular basis, this analysis examines the specific tasks of the BraunAbility organization. The company needs a refreshing motivational concept that can improve its performance and condition employees with a more positive view of their place in the organizational hierarchy. The work aims to establish the specifics of the company’s activities and its internal structure and then offer the best strategies for improving BraunAbility’s activities. The proposed recommendations are developed in accordance with the conceptual vision of the company, which puts flexibility and inclusiveness at the head of its ideology.
Jackson County Library’s Human Resource Management Policy
It seems logical to assume that the policy of inclusion is closely related to employees’ feelings about work. Real inclusiveness, which implies a sense of voluntary participation and positive emotions invested, turns out to be an unattainable quality if the basic requirements of the employee are not met. Moreover, it is important that these requirements do not mean the bureaucratic or normative aspect of work activity but a sense of interest and motivation at work (Brown, 2017). In this emotional aspect, one cannot fail to emphasize the important sense of moral satisfaction that a person receives from the activity they perceive in the good category. Considering the moral implications that accompany employment, BraunAbility employees are likely to experience an elevated feeling of working in this company.
BraunAbility has long been an important player in the mobility solutions industry. The company manufactures and distributes vehicles for the disabled of various categories and also participates in retailing environmentally friendly vehicles. Thus, work in a company is in itself quite motivating through its declared altruistic intentions. This motivation can be improved, for example, through cooperation with humanitarian and crisis funds. A dialogue on how to integrate companies with a humanistic mission could clearly raise the sense of value of the work performed by each employee. The feeling of belonging to a good cause would be transmitted through the company’s cooperation with such recognizable brands as WWF or Greenpeace.
The example of staff rotation at the Jackson County Library seems to be a good model of how to increase employee motivation and interest. The 16 librarians reassigned their work positions with the desire for work to be more in line with their inner aspirations. Such a reintegration policy includes the employees’ desire to demonstrate more social skills or gravitate toward more remote work (Duffield & Velasquez, 2019). The results of the reshuffle have been extremely encouraging, as employees have been given new perspectives and tasks that have clearly affected their re-perception of themselves as a valuable part of the organization. This model is easy to apply to BraunAbility due to its compliance with the local management policy’s main parameters that support inclusiveness and flexibility. Employees who change positions and tasks within the company allow it to be more dynamic and versatile since each employee acquires new reasons and ways for self-improvement.
Social interaction is HR’s best way to let employees know that their work has real value. Such public events as a collective seminar or a round table in a more informal setting would allow employees to get closer and see each other as people connected by a common motivation. This feeling of shared belonging to the team of colleagues could be, at the same time, inspiring for each employee.
In conclusion, staff rotation should focus on the employees’ aspirations and abilities. Human resources management is encouraged to appeal to employees who would like to perform in a different capacity within the same organization. The emphasis of the company’s motivational policy on humanitarian and environmentalist goals should evoke a sense of positive ownership in employees, which can be reinforced at collective semi-formal meetings within the framework of corporate policy.
Brown, J. (2017). Inclusion: Diversity, the new workplace & the will to change. Publish Your Purpose Press.
Duffield, M., & Velasquez, T. (2019). “A fresh approach to job rotation”. Public Libraries, 44-49.