Strategy analysis and applications

¶ … strategic analysis presents a case for the implementation of a job rotation program within XYZ Incorporated. Three alternatives to the job rotation program are presented and then analysed. Finally, specific details of the implementation of the job rotation program are discussed.

Recent concerns have been voiced, regarding the lack of staff dedication, by management at XYZ Incorporated. Specifically, there has been a high rate of turnover, high absenteeism, and consistent reports of low employee morale and job satisfaction. The specific merits of a job rotation program to increase staff dedication have been discussed elsewhere. Here, I will present three alternatives to the job rotation program, and outline the disadvantages of each alternative.

Alternatives to the job rotation system

Firstly, a job-sharing program could be implemented instead of a job rotation program. Specifically, in a job-sharing program, an employee would simultaneously take on the duties of two or more jobs. In contrast, in a job rotation program, an employee switches or moves between specific jobs, as a defined interval of time. During a job rotation, employees only take on the duties of one job, at any given time.

A job-sharing program has distinct, and serious disadvantages. Firstly, job sharing may result in a lack of consistency within a position. When two people share one position, their methods of organization, employee leadership, and their performance of specific duties may be highly individual. As a result, a lack of consistency may develop, leading to difficulties with employees, and a lack of standardization in the way tasks are competed. In short, the implementation of a job-sharing program may result in decreased productivity, at best, and a financial loss, at worst (Olmsted, 1983).

Another alternative to implementing a job rotation program is to actively attempt to directly increase the morale of existing employees. In this scenario, a large number of potential actions can be taken. These can include instituting an organizational daycare, implementing flex-time for employees, giving performance-related bonuses, increasing base wages, implementing team-building workshops, and even simply changing the office decor to be more ergonomic and cheerful (Mowdy, 1982).

The obvious disadvantage of attempts to increase employee morale is the potential complexity of implementation. It will be difficult, if not impossible, to chose specific strategies to increase morale. A great deal of time and money will have to be invested in choosing the best strategies to implement this plan.

Further, many of the actions that would likely increase employee morale are expensive. For example, giving performance-related bonuses and creating a company daycare would cost the company a great deal of money. Certainly, this is a distinct disadvantage to this approach.

A final alternative to the job rotation program is to undergo extensive employee reorganization. This plan has many aspects. Firstly, it would attempt to place employees in positions where they are happier. Secondly, this plan would involve firing employees with poor attitudes, and a lack of dedication to the business. Finally, new employees, with a proven track record of dedication to their past employers would be hired.

Extensive employee reorganization also has several distinct disadvantages. These include the extensive amount of time required to make these organizational decisions. A second disadvantage is possible decreases in employee morale, as less desirable employees are fired, and replaced (Neumark, 2000; Cappelli, 2001).

The job rotation program does not have many of the disadvantages of the programs noted above. It is not time-intensive, and does not have the potentially negative results on morale of the employee reorganization plan. Further, job rotation does not have the significant cost or complexity of implementation of the strategies to increase morale. Finally, the job rotation program does not suffer from the lack of consistency within a program that the job-sharing program may suffer.

Implementation of the job rotation system

Likely the most challenging aspect of the job rotation system will be its implementation. Certainly, there may be initial opposition to the idea of implementing a job rotation plan. A large number of XYZ's employees have been with the company over 20 years. They are comfortable in their positions, and may resist any change to corporate structure or their job descriptions.

As a proactive measure to address this potential, initial opposition to the job rotation system, I first propose an intensive and comprehensive education program. This program will focus on senior management, and consist of training videos, seminars, and personal consultations with job rotation experts. After senior managers are familiar with the principles of job rotation practices, middle managers will then be trained, under the supervision of senior management. Finally, middle managers will in turn educate employees on the principles and advantages of the job-sharing program.

After the education program is complete, the next step will be to identify the specific positions and employees that will take place in the job-sharing program. This will be a bottom-up process, with employees making suggestions to middle managers. Middle managers will then assess these suggestions, and propose the specifics of the positions and employees to upper management. Upper management will consult with middle management to make the final decisions about which employees and which positions will initially participate in the new job- sharing program. This cooperation among organizational levels will help ensure a smooth transition (Alexander, 1999).

After these decisions are made, employees will be informed if they are to participate in the job-sharing program. Their immediate supervisors will address the concerns of individual employees, if possible. If necessary, upper management will be consulted on these individual concerns.

The next step will be to implement the program. Appropriate changes to job descriptions, and salaries will be made. At this point, expectations and learning goals will be established with individual employees before the job rotation begins.

Periodic checks will be made with employees and their supervisors to assess the success of the program. Specifically, job satisfaction and job performance will be rigorously assessed, with the utmost care.

When a specific job rotation is complete, a series of follow-up interviews will take place. Firstly, direct supervisors will meet with individual employees to assess the type of skills learned and transferred, and how these skills can be transferred to the employees' next position. The employee and the supervisor will be expected to educate others, within the company, on their specific job rotation experience. After this step is complete, the direct supervisor will complete a series of reports and presentations to senior management.