The workers union in a non-self-directed workforce gave them headaches. The workers were only allowed to perform one job task. It prevented them from working efficiently. If a machine broke, a worker would not be allowed to fix it themselves because that was against union policy. They would have to wait for a repair person to come over and fix it. The inefficiency and over-hiring of personnel cost too much money. PPG believed they would save money and become more efficient by implementing a self-directed work force. PPG 3
For the hiring process in Berea, the employees had to have certain characteristics. They needed to be fast learners. They had to know how to do everyone’s job. If they didn’t know, they had to be trained on the spot and learn how to do it immediately. They needed to be self-motivated. If someone was doing bad work, they would need to know how to fix it or immediately train the person doing the job wrong. That goes along with good communication skills and good teaching abilities. They needed team players since people working would be working together all the time.
If a problem came up, they would need to have good problem solving skills. Since there would be no middle management, organization skills and perfectionism were going to be important too. The assessment center definitely found employees that were faster learners, had good communication skills, and good teaching abilities. The first simulation was to read instructions so that tested fast learning, being perfect, and how organized they were. The second simulation tested training abilities and communication. The third test was to test team skills and look for natural leaders.
It was somewhat effective, but I don’t think it was truly effective. Natural leaders that work together often clash for power so in a real work environment, I would think that they’re natural leadership mentality would conflict with other natural leaders hired. I also think it lacked in self-motivation because, it was an interview. Everyone is always motivated for an interview. Self-motivation is very difficult to test I would think. In an interview, they would be motivated to get a job so they would do well. In the real world, they already have a job so what would their motivation be?
It’s different for everyone. In the second simulation, they purposely threw in a jackass in there to screw things up and test patience. That’s bad. Just like motivation, patience is very difficult to test. In an interview, I’m sure anyone would be patient in teaching. PPG 4 In the real work environment, I would assume that some people would act differently. Similar to the Hawthorne studies, since they knew they are being watched, they’ll be good at being a cooperative good teacher. There was a complaint from candidates that they were confused.
They didn’t know what to expect. They got lost and thought it was part of the test. So there’s a chance that the simulations missed some people that would have been great for the system. It helped find the employees strengths they were looking for. At the same time, since it was a test, it hid some weaknesses. Underlying tensions of the system: Resentment between support workers and technicians. Since they’re pretty much doing the same thing, I would make them all technicians. In this scenario, a title is pretty important value if there were two types of workers.
Especially if the coordinator eventually calls on technicians to see what’s going on if there is a problem. If there needs to be a change in title, there should be technician and senior technician. At least the technicians in this case would also be responsible for problem solving duties, thus giving him more responsibility, more opportunities, and possible intrinsic rewards. Since everyone is a technician, I bet they would have more of a team atmosphere. Everyone would be equally responsible for a project. Plus, everyone would have opportunities become senior technicians over time.
This resentment is also partially due to the hiring process. If the supporters were really self-motivated, then they would consistently ask to be taught something they don’t know. PPG 5 Coordinators worrying about working themselves out of a job: Similar to Kerr’s motivation problem, Kerr had several examples where a motivation leads to a negative or oppositely intended action. They need to be assured that their job is secure. The plant has a finite size, so there will need to be a finite number of coordinators. Have that number be guaranteed so no coordinators will be let go.
Make sure coordinators train a certain number of people every day/week/month. That’ll help them secure their job. Plus, get rewards for training. Let them know, there’s always room for improvement. There are an infinite number of projects that need to be coordinated all of the time. 360 degree evaluation process might work here. A 36 week job rotation: The solution to this problem is to increase more ergonomic equipment and supplies. They need ergonomic, chairs, stations, back braces, arm braces, wrist braces, leg braces and knee braces.
They need to take more frequent breaks in between working hours. Proper stretching before working will help as well. Ergonomics training classes should be held to educate workers about repetitive motion sickness. Job rotation can then be increased back to 50 hours. Recognition and rewards, didn’t want to get praised. Praise and individual rewards should be given privately. Team rewards should be implemented. Promotions should be decided by a combination of seniority and possibly 360 degree evaluation. Maybe even by voting? Employees unhappy about shift rotations and company policy.
More pay to people that work night shifts. Don’t delegate shifts. Let employees decide first. Seniority gets priority. Maybe change them on a yearly basis. PPG 6 Management can’t give company policy powers to the workers. Management needs to make those decisions and stick by them. If the employees make those types of decisions, the benefits might become outrageous. It sounds like they still need a union. A union that will let workers do multiple tasks and have more flexibility. Reward systems that can help PPG, skill based pay – based on skill.
Get certified, get a raise. The more jobs mastered, the higher the pay. Broad banding – create bands. Each band has a pay scale and employees move laterally in the band. Band one – supporters, technicians Band two – coordinators, middle management Band three – upper management Concierge service – services in the company so that employees have less to worry about and can concentrate on their job. Provide massages during breaks, basketball court – play ball during breaks, gain-sharing – share company financial gain with employees.
Economic Policy under Margaret Thatcher.
Economic Policy under Margaret Thatcher..
Things to consider in undertaking the task You are asked to both consider the policy process as well as the policy content.
The process will include such issues as policy development and implementation, policy communication, policy evaluation, policy effects and so forth whereas the content relates to the ideas within the policy. For this you might consider whether the policy is new or a development from an earlier one, whether it is driven by a particular theoretical perspective etc. The context at the time may inform the content. Key words you may want to consider ( in bold) Economic Policy under Margaret Thatcher (privatisation, market economics, labour market reform) 2350 words exactly. English UK Style.
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