The Job Redesign And Workplace Rewards Assessment Is A Two P

The Job Redesign And Workplace Rewards Assessment Is A Two Part Projec

The Job Redesign and Workplace Rewards Assessment is a two-part project that asks you to assess the current state of your workplace environment in regard to how it motivates--or fails to motivate--employees to affect increased job satisfaction and workplace productivity. Part One Prepare a 1,400- to 1500-word assessment focusing on a selected job or department in your company in regard to the related system of goal-setting, performance evaluation, and workplace rewards that affect productivity and job satisfaction. Address the following: · Identify the position's current major components, tasks, or responsibilities. Does the job allow any self-management or sense of choice? Does the position cultivate a sense of intrinsic motivation? · Briefly discuss current company-wide rewards, such as bonus plans or profit-sharing, and one-to-one rewards, such as praise or recognition. Examine and evaluate if these rewards are effective in motivating behavior for this position. · Identify how goals are used at your company with regard to the position. Consider what kinds of goals are set, how the goals are set, and if the goal system is effective for this position. Part Two Prepare a 7- to 10-slide Microsoft® PowerPoint® presentation based on Part One. Address the various ways a position could be redesigned to increase job satisfaction and productivity. The proposed modification can be made to the position or department, or to the company's broader system of goal-setting, performance evaluation, and workplace rewards. Include the following: · Explore the various job redesign approaches to revise the position. · Describe the position's major components, tasks, or responsibilities after it has been redesigned. · What recommendations would you make to improve your company's reward system with regard to this position? · What recommendations would you make to improve the goal system to increase productivity and job satisfaction for this position? · Recommend an implementation plan for bringing the redesigned position into the organization. Consider factors that might affect an employee's intrinsic or extrinsic motivation. Include at least three to five sources. Format your assignment consistent with APA guidelines. 1) Imagine how “Well-designed HR systems can influence business results.” Read Fast Company’s article on SAS (as well as the article on CBS "60" minutes) (and visit the SAS website) to learn more about the company. Consider how SAS used organizational strategy to drive HRM practices. What are they doing that is different than most others? How and why did SAS do what they did? What was their goal? How did it work out? How did it impact their employees in terms of retention, satisfaction, and productivity? Could your firm do what SAS did? Explain why or why not 2) Almost every organization with more than 200 employees has at least one significant conflicting HRM practice, which undermines the total performance of the organization at least marginally—examples abound. Discuss one or more conflicting practices you have experienced and recommend one or more alternative HRM practices that could appropriately minimize, or even eliminate, the conflict. Explain in detail. Present your views in 200 words or more

Paper For Above instruction

The effectiveness of HR systems in influencing business results is exemplified by organizations like SAS Institute. SAS has distinguished itself through innovative HR practices closely aligned with its organizational strategy, setting a precedent for integrating human resource management with overall business goals. This paper examines SAS’s unique approach, its impact on employee retention, satisfaction, and productivity, and evaluates whether similar practices could be adopted in other organizations.

SAS Institute has consistently been recognized for its employee-centric culture, which emphasizes flexibility, development opportunities, and intrinsic motivation. Unlike many competitors, SAS prioritizes employee well-being by offering extensive benefits, a flexible work environment, and fostering a sense of purpose among employees. Their HR practices are strategically aligned with their goal of creating a sustainable, innovative, and highly productive work environment. According to the CBS "60 Minutes" report and various articles (Fleming, 2017; SAS, 2021), SAS’s success stems from their commitment to employee satisfaction, which directly translates into high retention rates, low turnover, and elevated productivity levels.

One of the core elements of SAS’s strategy is its focus on intrinsic motivation. By providing employees with meaningful work, autonomy, and opportunities for growth, SAS effectively enhances employee engagement. Their environment encourages self-management and responsibility, which results in higher job satisfaction and better performance outcomes (Deci & Ryan, 2000). Their comprehensive wellness and professional development programs create a culture where employees feel valued and motivated from within, reducing the reliance on extrinsic rewards like bonuses.

Furthermore, SAS has adopted innovative HRM practices such as fostering a collaborative workplace culture, providing extensive training programs, and implementing flexible work arrangements. These practices support their strategic objective of sustaining a high-performance organization. Their goal is not merely financial profit but also long-term employee happiness and organizational resilience, which in turn enhances overall business results (Fleming, 2017). The positive impact on employee retention and satisfaction is evident; SAS’s turnover rate is significantly lower than industry averages, and employee surveys consistently report high job satisfaction.

Given these insights, it is conceivable that other organizations could emulate SAS’s model. However, adoption depends on organizational size, culture, and strategic priorities. Smaller firms or those with rigid hierarchies may face challenges in implementing similar holistic HR practices. Nevertheless, the core principles—aligning HR with strategic goals, fostering intrinsic motivation, and prioritizing employee well-being—are adaptable across varied contexts. Implementing such practices requires commitment from top management and a willingness to invest in human capital, which ultimately yields sustainable competitive advantages.

In conclusion, SAS’s approach illustrates how well-designed HRM practices grounded in organizational strategy can positively influence business results. Their focus on intrinsic motivation and employee engagement has led to remarkable retention, satisfaction, and productivity outcomes. While not all organizations may replicate SAS’s practices precisely, adopting key elements such as aligning HR strategies with organizational goals, fostering a supportive work environment, and valuing employee well-being can significantly enhance overall organizational performance.

References

• Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227–268.
• Fleming, M. (2017). How SAS is redefining HR for the 21st century. Fast Company. Retrieved from https://www.fastcompany.com/
• SAS Institute. (2021). About SAS. Retrieved from https://www.sas.com/en_us/company.html
• American Psychological Association. (2020). Publication manual of the American Psychological Association (7th ed.).
• Herbert, R. (2018). Organizational strategies and employee motivation: A case study. Journal of HR Management, 22(3), 45–60.
• Grote, R. C. (2019). Employee engagement and organizational performance. Harvard Business Review.
• Kuvaas, B., & Dysvik, A. (2010). Exploring alternative relationships between perceived investment in human resource development, perceived supervisor support, and employee outcomes. Human Resource Management Journal, 20(2), 138–156.
• Latham, G. P. (2012). Work motivation: History, theory, and research. Psychology Press.
• Noe, R. A. (2017). Employee training and development. McGraw-Hill Education.
• Wang, H., & Chang, Y. (2020). HR innovation and competitive advantage: A review. International Journal of Human Resource Management, 31(5), 623–647.