Job Redesign And Workplace Rewards Assessment Example Argumentative Essay Example
Job Redesign And Workplace Rewards Assessment Example Argumentative Essay Example

Job Redesign And Workplace Rewards Assessment Example Argumentative Essay Example

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  • Pages: 2 (494 words)
  • Published: September 15, 2018
  • Type: Essay
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The analysis will focus on my former role at IBM regarding sales management, which primarily involved making phone calls from the company's database to identify needs in various companies for a specific campaign. Employee performance was evaluated based on call volume and the leads generated from these calls each month. However, as callers were limited to using the pre-existing database, they had little control over the companies they contacted and lacked the ability to exercise self-management in their conversation choices.

Although the employee's control over phone calls is limited to adjusting timing and information shared, they can vary their conversational style to establish a personal connection with the interlocutor. IBM's success relies on how well this connection is made and how effectively employees present their pitch during cold calling, which offers an opportunity for improving communication skills. However, the subject

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matter is typically dry and uniform, leaving little room for creativity except when filling out call volume and leads reports.

Both the human voice apparatus and the mind can become exhausted from constant talking. Sociable individuals may be recruited for conversation-heavy jobs, but supervisors observe a decline in interest within a few weeks, resulting in mechanical behavior and a lack of investment in outcomes. Supervisors may implement stricter discipline measures, such as limiting breaks and time away from the workplace, to combat this fatigue. Additionally, low job satisfaction levels can impact the quality of work being produced.

Lack of chances for self-growth and promotion, coupled with uniform work assignments, are identified as the dominant contributors to job dissatisfaction. This is despite entry-level employees receiving comparable remuneration. Employee compensation is determined based on the tally of required monthly

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leads met (x). Additional monetary rewards, amounting to $20 per lead, are given for leads surpassing this threshold up to five leads above x. Such bonuses are combined with halfway and end-of-month bonuses.

Additionally, the company provides rewards for employees who achieve the x amount goal. These rewards include entry into drawings for tickets to various events such as sporting events, concerts, TVs, stereos, and game systems. Personal praise and recognition are also given informally, often during department meetings where management singles out efficient workers. The correlation between compensation and lead volume acts as a motivator for employees to meet lead targets and encourages them to improve their work efficiency by generating productive calls instead of making meaningless ones. However, profit-sharing is not currently in practice, leaving sales employees feeling disconnected from the company's performance. Unfortunately, they also tend to lose sight of the outcome of their calls as they are not typically informed about signed contracts resulting from their leads.

Limitations on caller involvement mean that personal contact between IBM and clients is increasingly important. Managers are key to motivating workers and boosting morale, providing feedback on performance and sharing information on lead success. They can also discuss career development and prospects for promotion, which is a top priority for many new employees.

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