Job Redesign and Workplace Rewards Assessment:
Advertising art director at an advertising agency
Job components, tasks, or responsibilities
Employees whose work focuses on designing the content of advertising often have a greater deal of leeway in terms of governing their day than other types of employees. Advertising professionals are 'creatives,' meaning that their output is more subjective in its value than, say, a factory employee that must produce so much of a particular product per diem or even an accounting professional that must perform an audit. An advertising art director's role is serving the customer. "An art director usually works alongside a copywriter to form a 'creative team'. Traditionally, the copywriter produces the words to go with the visuals created by the art director" (Advertising art director, 2014, AGCAS). Working with the client closely from the beginning to gain a sense of what the client needs from a particular project; storyboarding an advertisement; working on location during the direction of an advertisement are all components of the art director's job.
In general, a great deal of intrinsic motivation or 'love of the job' is assumed: most persons in advertising take a great deal of personal pride in offering a high-quality product. Although most major companies offer competitive salaries to art directors, they are traditionally not the highest-paid professionals at the organization at least in part because of the fact that the excitement of generating an imaginative product is supposed to be part of the inherent pleasures and therefore the rewards of the work. Art directors are not hired purely based upon education and past experience alone: they must exhibit enthusiasm and embody the ethos of the advertising content the company is striving to produce. Advertising is never a fungible and interchangeable product -- every piece of advertising is unique and every advertising agency strives to have a unique style.
Advertising professionals may be rewarded on commission or upon salary. Advertising art directors are usually salary-based professionals, versus advertising salespersons those who sell the content to other entities. With performance-based...
In other words, employees should be judged on output and also if they cultivate good behaviors. For example, in the case of our company's art directors, evaluations are made of their performance in terms of how they please clients and if the projects they are responsible for result in high client retention.
But positive behaviors are also rewarded: team leaders are responsible for rating all 'creatives' on a team in terms of how they make a contribution to the project as a whole. These are derived from the impressions of overall employee performance. Both types of rating systems are necessary when distributing rewards given that someone who is not a strong performer might find him or herself on a high-performing team, for example. Also, individualized performance reviews outside of a project-specific focus allows for employees to receive individual input on their own actions and can be motivational for strong employees to set personally higher standards than that of the general company standard. Bonuses may be offered for particularly strong or noteworthy projects that result in dividends for the organization on a team basis and on an individual basis. Profit-sharing on a company basis can also encourage employees to work consistently hard by linking their work with the growth of the organization.
Many organizations have generated bonus and reward systems that transcend pure profit-focused initiatives, however. The Google corporation offers paid time to engineers to research their own projects, not out of altruism but partially out of recognition that talented employees can come up with good ideas on their own. This creates a bond between company and employees as well, as workers are grateful of the ability to 'think outside the box' and explore the playgrounds of their minds, even while at work.
In fact, the entire Googleplex is set up to encourage creativity. By offering employees free food and fitness classes, this acts as a disincentive to leave Google to go out to eat or to the gym. With on-site health clinics, daycare, and dry cleaning and even buses which drive employees to work, every moment of the day is free of petty distractions other than work (Google benefits, 2014, Google). Many organizations are offering at least some of these types of benefits, in acknowledgement of the responsibilities employees shoulder in raising families. Benefits often have a dual function of…
Job Redesign and Workplace Rewards Assessment Identify the current major components, tasks, or responsibilities of the selected position. Does the job currently allow any self-management or sense of choice? Does the position cultivate a sense of intrinsic motivation? Coca Cola Company represents the largest manufacturing, marketer, and distributor, of non-alcoholic beverages and syrups across the globe. The approximate turnover of the company is above six millions beverages per day. The company also
Redesign and Workplace Assessment What goes into the accountant profession? Are many responsibilities placed on the individual as well as the business? How does one remain motivated through his or her daily work activities? Will he or she become a success through these endeavors? One will discuss job redesign and workplace rewards. Certified Public Accountants (CPA) have an impact at every organization they work at on a regular basis. Many in this
93). This approach allows members of the team to act autonomously; that is, once the supervisor is selected each member of the team has their own target to hit, and their own method or tools for realizing their target or goal. When they achieve this goal, they are rewarded through recognition of their efforts and greater autonomy or a promotion. This in turn may lead to increases in status
job redesign approaches to revise the selected position. There are various job redesign approaches that can be adopted in order to revise the role of the supervisor at GM. Grant & Parker (2009, p. 5) pointed out that job design describes how various jobs, roles and tasks are structured, modified and enacted. It also describes the impact of the structures. Job design has also been pointed out by Strumpfer (2006)
The employee does, however, receive recognition and has the possibility of extrinsic rewards such as pay raises and promotions. The relative lack of positive goals for the cashier/finisher position is ineffective. Employees are not encouraged to seek new, higher standards of performance because they face limited advancement and pay raise prospects. The company's emphasis on minimum standards works well, but the bagel example shows how better use of positive goal-setting
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