Another method that can be used is called job rotation. Job rotation involves moving employees to various positions in the organization in an effort to expand their skills, knowledge, and abilities. Job rotation can be either horizontal or vertical. Vertical rotation is nothing more than promoting a worker into a new position. In this chapter, we will emphasize the horizontal dimension of job rotation, or what may be better understood as short-term lateral transfer. Job rotation represents an excellent method for broadening individuals’ exposure to company operations and for turning specialists into generalists.
In addition to increasing the individual’s experience and allowing him or her to absorb new information, it can reduce boredom and stimulate the development of new ideas. It can also provide opportunities for a more comprehensive and reliable evaluation of the employee by his or her supervisors. Horizontal job transfers can be instituted on a planned basis that is, by means of a development program whereby the worker spends two or three months in an activity and is then moved on; or on a situational basis that is, by moving the person to another activity when the first is no longer challenging to him or her, or to meet the needs of work scheduling. In other words, people may be put in a continual transfer mode. As employed by many large organizations in their programs to develop managerial talent, rotation may include moving people between line and staff positions, often closely coordinated with understudy assignments. The advantages of job rotation are many.
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As mentioned, it broadens employees and increases their experience. Boredom and monotony, which develop after a person has acquired the skills necessary to perform a task effectively, are reduced when transfers are made frequently. Additionally, since job rotation permits a greater understanding of other activities within the organization, people are prepared more rapidly to assume greater responsibility, especially at the upper echelons. As one moves up the organization, it becomes increasingly necessary to understand the intricacies and interrelationships of activities, and these abilities can be more quickly acquired by moving around within the organization. On the other hand, job rotation is not without its drawbacks. Development costs are increased and productivity is reduced by moving a worker into a new position just when his or her efficiency at the prior job was creating organizational economies.
An extensive rotation program can result in having a vast number of employees situated in positions where their job knowledge is very limited. And even though there may be significant long-term benefits from the program, the organization must be equipped to deal with the day to day problems that result when inexperienced personnel perform new tasks. 3. Research: method and result From the generic summary of the staff questionnaires it can be seen that there is no defined formal coaching policy in place.
Therefore, for my conclusion I would like to report that the single case study has recognised an authoritarian style of management which results in a high staff turnover. If they implemented a formal coaching policy this may result in improved working conditions and a lower staff turnover. As one can see from the appendixes I have questioned the Safeway managers of two levels: sales assistants and their supervisors in training. This means that typically the first play the passive role in coaching and the latter ones the active one, though frequently being coached themselves. This allows us to view the two levels of coaching in Safeway and analyze their correlation and effects. The first thing to mention is that the majority of questioned personnel are full time employees, with only the lower level of managers having the part time sales assistant.
... . Psychological resistance to change ---------------------------------- Many employees resist changing due to the uncertainty ... ultimately help the organisation achieve desired results. The ‘quick wins’ also ... style adopted was similar to ‘coaching’ as based on the diagram ... organization (Daft, Management, 2003, p88). In a bureaucratic culture, the organisation does not encourage innovation and employees ...
But what strikes first are the answers on How would you rate your working conditions? All the employees describe them as fair. And from the point of view of contemporary Human Resource Management it is a total failure. The global purpose of employee training is the change for better. Before an employee can change there are three conditions that must be met: firstly, there must be the will to change; secondly, the employee must have the capability to perform in the way agreed; finally, the employee must be given the opportunity to practice the new behavior (7).
Organizations aspire to having highly motivated and committed staff that produce high quality work over long periods of time.
Therefore, in order to achieve these aspirations organizations must recognize that everyone has personal, professional and occupational drives, aims and objectives that require satisfaction. Coaching must give direction in harmonizing and integrating these with organizational purposes (8).
If all or approximately all employees find their working conditions to be fair that means that they are dissatisfied with their jobs, with the very atmosphere at Safeway and can loose the will for change. Note that two of the questionnaires attached are filled by the experienced workers with over 5 years at Safeway. The training methods are also viewed mainly as bad to fair. We have to note that all coaching was received within Safeway.
So the roots of such a bad result also lie within Safeway. Whether coaching is implemented externally on a contractual basis or internally utilizing the established infrastructure, the client and coach create an outline for the relationship, spelling out the basic focus and goals, length and frequency of sessions (9).
... new setting. Also he mentioned that organization must help employee excepting the changes 5. Fiorelli & Margolis (1993) at a ... who can help his employee throw the change stages. Hultman gave eight reasons for employee to resist changes these reasons are They ... (2002) at their internet article (Getting Smart about Employee Resistance to Change: part 1) they stated that resistance will be always ...
Coaching is analogous to a journey in the company of a guide. A successful journey requires you to know where you are starting from, where you aim to finish, the selected route and any alternatives, and how the environment may change during the journey. The guide needs to be well acquainted with the numerous journeys people may make and the common impediments likely to be encountered while on the road.
Coaching can work to overcome and remove any personal blocks (obstacles) that cause repeated failure to achieve a goal (the destination) (10).
All the questioned employees stated that the poorest point about the internal coaching in Safeway is lack of time given to it. This means that approximately all the time spent on coaching was in spent in vain. It is obvious that the best tactical (without the global changes) alternative for Safeway is to use external coaches.
Ideally external coaches should be business professionals and able to draw on their skills as trainers, mentors, applied psychologists and consultants. Many coaches draw upon such innovative disciplines as neuro-linguistic programming, inner game thinking, and brief solution-focused coaching (11).
Traditional training teaches specific skills and concepts often in a series of discrete and ultimately disjointed processes. However, coaching is an open-ended process that analyses the present situation, defines the performance goal, combines personal, organizational and external resources and then implements a plan for achieving that goal (12).