There are several established methods for enhancing work productivity, but ultimately it is up to the personnel to deliver a solid performance. It is possible to design employment to encourage workers to feel they are making a difference in the world. Job design influences how individual tasks are arranged to create finished work. It is crucial to encourage workers since they need to enjoy their work. Through a process of restructuring, organizations should seek to address the personal and social requirements of employees in the workplace. Employee happiness and productivity are highly influenced by the structure of the workplace and how individual tasks are defined.
Job enlargement at Wendy’s primarily manifests in a broader horizontal scope of responsibility. Job enlargement increases new duties to existing positions to increase work variety. Similarly to how job enlargement encourages people to learn new skills, job rotation encourages them to become proficient. This not only provides more variety in the workplace but also makes it simpler for managers to relocate employees should some personnel become unwell. Adding new and exciting responsibilities to an existing work can increase its appeal and improve job satisfaction (Alias et al., 2018). Job enrichment adds new duties to an existing position to broaden its scope and responsibility.
Job enlargement involves taking on more responsibility and creating more positions, both of which are necessary to bring any production unit to its full capacity of output. Job enrichment requires not only basic skills but also the ability to think critically, make sound decisions, and plan. Job enlargement, job rotation, and job enrichment can be counterproductive since they add unnecessary business costs. They place a more significant burden on workers, which in turn lowers their motivation and may have an impact on organizational productivity. As new duties are added to an existing position, the workload steadily rises; as a result, the workload may become unmanageable (Alias et al., 2018). Stress and burnout may result from job enlargement, rotation, and enrichment because they all involve carrying out more duties.
In contrast to my time as an examination invigilator at Purdue University’s Testing Center, where I was given little to no control over my workday, I had great self-determination at Wendy’s. I have heard that working in the fast food industry might make one less motivated. However, as a manager, I enjoyed making an impact on customers’ continued coming back and giving positive feedback on the services offered. Even though I was letting people into the Purdue Testing Center to take examinations that could determine the course of their careers, I felt like I was making no impact and was bored every time I sat and watched them take a test. Since it felt dull, I lacked the self-determination to exert any effort.
High levels of competence at Wendy’s demonstrated an effort to produce valuable outcomes. The Purdue Testing Center’s lack of competence hindered my ability to do my job effectively, which impacted my efficiency and effectiveness on the job. Work at Wendy’s was meaningful because I believed it mattered, helped me develop as a person, and advanced society. My predisposition to engage in the ‘meaningless job’ at the Purdue Testing Center was borne out of a dread of not appearing active, even though it provided me with no benefit and achieved no real goals. After the experiences, I now understand the significance of intrinsic motivation since success in a career depends on more than just monetary compensation.
Flexibility and a company’s commitment to wellness would be essential considerations in whatever decision I make about the company’s incorporation of work and life. Assuming I have a family, I would appreciate flexible working hours so that I may be present for my spouse and children as much as possible while still making a living. If I would find a job that offered shorter workweeks, I would put in a few extra hours during my work days. Workers who are given more leeway in setting their own work hours are better able to strike a balance between their professional and personal lives (Bhende et al., 2020). Employees are not required to start and conclude their workday at the same time each day, as they would be if they were on a standard 9-to-5 schedule.
Integrating work and life should make it easier for employees to maintain a healthy lifestyle, regardless of the particular actions they take. Workers can improve their health without exerting extra effort if they adopt a few simple and easily implemented practices in their work environment. Maintaining a healthy lifestyle at work boosts employees’ efficiency and productivity (Andrade et al., 2021). Workers who are physically and mentally well are considered to be in good health, and their performance is significantly high. Taking care of diet for meals served at the workplace, offering time for employees’ exercise, and enabling workers to socialize, thereby improving their social life are all important considerations for a company. Such practices uphold a company’s commitment to workers’ wellness and healthy habits. Healthy lifestyle choices, such as regular exercise, are essential to long life and effective work.
An extrinsic compensation plan that motivates both experienced workers and new hires should take into account a wide range of options. For the knowledge training strategy to be effective, new recruits need to rapidly acquire sufficient processing knowledge, which can be achieved through the provision of material compensation for merit. Concert or baseball game tickets could be offered as extrinsic rewards for training new employees once they have mastered the necessary processes and techniques. Extrinsic rewards such as paid time off, social awards, pay raises, and promotions have been shown to encourage and retain skilled employees while enabling new recruits to acquire innovative abilities (Andrade et al., 2021). Employers owe it to both experienced workers and new hires to demonstrate appreciation and gratitude.
The success of an organization can be greatly influenced by its staff’s level of motivation. If workers are inspired to perform at higher rates of efficiency, the business as a whole will function better and achieve its objectives. An uninspired workforce, on the other hand, might cause problems within a company and divert workers’ attention. Therefore, it is crucial to learn how incentives might motivate workers to act in a certain way. Both experienced personnel and new hires can benefit from a financial bonus two or three times in a year to keep them motivated and focused on their long-term objectives (Bhende et al., 2020). A rise in pay is always appreciated, but it has a much greater impact when employees know they are being recognized for their efforts in earning the raise.
The design of jobs affects the sequencing of activities that enhance performance. Workers need to enjoy what they are doing as satisfaction is crucial in boosting morale. The workplace layout and the specifics of each employee’s responsibilities have a significant impact on morale and output. Bringing fresh challenges to an established role can do wonders for both morale and enthusiasm. Due to the increased workload, employees may experience stress and burnout as a result of job expansion, rotation, or enrichment. In deciding which company to work for, I would give special weight to their willingness to accommodate flexibility and dedication to employee health and happiness. Employees, both new and experienced can benefit from monetary bonuses twice or three times a year to maintain their enthusiasm and dedication to the company’s long-term goals.
Alias, N. E., Othman, R., Hamid, L. A., Salwey, N. S., Romaiha, N. R., Samad, K. A., & Masdek, N. R. N. (2018). Managing Job Design: The roles of job rotation, job enlargement and job enrichment on job satisfaction. Journal of Economic & Management Perspectives, 12(1), 397-401. Web.
Andrade, M. S., Miller, D., & Westover, J. H. (2021). Job satisfaction in the hospitality industry: The comparative impacts of work-life balance, intrinsic rewards, extrinsic rewards, and work relations. American Journal of Management, 21(2), 39-56.
Bhende, P., Mekoth, N., Ingalhalli, V., & Reddy, Y. V. (2020). Quality of work life and work–life balance. Journal of Human Values, 26(3), 256-265.