Taylorist Job Designs - Essay Example

Taylorist Job Designs Taylorist job designs are processes, procedures and standards of executing work activities on the basis of the scientific management approach that was advocated by Fredrick Taylor. The Taylorist job designs are characterized by a production process in which tasks within the production or manufacturing process are broken down into repetitive tasks. These designs were considered effective approaches to the management of factory work activities in which workers were allowed to use proper tools in doing jobs (Lawrence, 2010, p. 412). The Taylorist job designs also provide effective training tools and incentives to employees who demonstrate high performance. The implementation of these designs in the production process includes division of jobs into individual motions with an aim of determining the essential work processes within a job. These job designed are within the Taylorism model of human resource management in which employees work activities used to be timed by a stop watch (Nyl, 2007, p. 10). Manufacturing versus Service Industry The manufacturing industry is used to refer to businesses or companies which deal with transformation of raw materials within manufacturing or production processes into semi finished or finished products or goods. This is achieved through the use of various tools machines and human capital or labor. Examples of businesses within the manufacturing sector include companies which produce food, textiles, chemicals, equipment and machines (Prabhu, 2011, p. 23). The service industry on the other hand refers to the industry which offers its clients, customers or consumers with services such as communication, entertainment and transport as opposed to goods. Pruijt (2005, p. 77) further illustrates that service companies provide intangible services and attract its customers through provision of customized and convenient services and service options. Soft versus Hard HRM in Absence Management The soft model of human resource management is argued to be an appropriate approach through which absenteeism within a company or business organization can be avoided. McGregor’s theory Y is the basis of the soft HRM which reflects that work is seen as a natural phenomenon and part of the normal living of individuals. In this sense therefore individuals should not be coerced into presence and participation in work activities (Larsson, Vinberg & Wiklund, 2007, p. 1147). The soft model of HRM causes a positive attitude among employees towards their work activities and as a result preventing absenteeism. On the other hand, the strict rules that are set within the hard management model causes stress and negative attitudes among employees and as a result leading to high rates of absenteeism at the workplace. The soft model in HRM ensures that individuals are self motivated to come to come every day and engage in their work roles and responsibilities even when there is little or no supervision. On the other hand, the application of the hard model and its characteristic punishment on employees makes them to lack motivation and as a result causes absenteeism. When individuals are compelled regulations, policies, standards and rules in their work activities as demonstrated by the application of the hard model, they are more likely to be less productive (Truss, et al, 2007, p. 57). The reduced productivity is related to the absenteeism which is related to the application of the hard model of human resource management. On the other hand, when duties and responsibilities are delegated to individuals in a less strict and supervisory environment of the soft model of HRM, these employees will be less absent at the workplace leading to more productivity. It is argued that the absence that individuals demonstrate at work is as a result of the natural instinct of human beings to avoid responsibilities. It is because of this that the soft model in HRM is encouraged in organizations as compared to the hard HRM model. The soft model of HRM is argued to be more motivational as compared to the hard model. This is because self driven work activities have been proven to be more productive within work environments (Truss, et al, 2007, p. 70). Apple Inc. is an example of a multinational company which employs the soft HRM model especially among its technical team. This is demonstrated by the fact that the management team of this organizations given employees more freedom in their work activities. The employees are allowed to make risks and mistakes in their innovations because the organizational culture tolerates mistakes because they are believed to be the basis for more innovativeness and performance (Helft, 2011, p. 60). However many business organizations employ the hard HRM model because they want to avoid the negative implications that would result from limited commitment of employees to work activities and absenteeism. This is because of the costs related to absence of employees at the work place. Some company employ both of these models in the management of absenteeism and human resource activities as considered appropriate by the management. Taylorist Job Designs and Hard HRM in Manufacturing It is argued that Taylorist job designs and hard human resource management models are suitable for application within the manufacturing sector or industry as opposed to the service industry. Taylorist job designs were postulated by Fredrick Taylor with an aim of solving various problems within the manufacturing processes within industries (Evangelopoulos, 2011, p. 57). This means that the idea behind the Taylorist job designs was for their applicability within the manufacturing processes. In this regard therefore it is arguable that the Taylorist job designs are effective for application within the manufacturing industry. Mulherin (2008, p. 588) emphasizes that Taylorism is a methodology of manufacturing which was designed with an aim of achieving the highest efficiency in the production processes. It is therefore evident that the best application of Taylorist job designs is within the manufacturing industry. According to Mulherin (2008, p. 589), the Taylorist job designs are characterized job tasks that are broken into small units or simple segments for ease in analysis and training. For example in the food manufacturing industry, jobs or tasks are broken into various segments such as ordering raw materials, documentation, manufacture of food products, cooking serving consumers, receiving payments and finance. Each of these small and simple segments within the food manufacturing processes can be analyze separately in terms of their efficiency and productivity. In addition, the activities and processes within each segment can be analyzed against the skills of the employees that work in different sections of the manufacturing process so that training needs can be ascertained for decision making by the management team. As a result training programs will be implemented in which every employee is trained specifically for the skills and manufacturing knowledge that is required for increasing the efficiency and productivity within the operations of each of the segments of the production process. It is therefore evident that Taylorist job designs are more suitable within the manufacturing industry. Evangelopoulos (2011, p. 59) points out that the main aim of Taylorism includes fragmenting job activities so that the learning time for jobs and the requirement for skills are minimized. In the food manufacturing industry job activities and roles are fragmented within each of the sections of the company so that individuals are not mandated to have wider skills that cover all activities of the manufacturing process. This means that individuals are trained with an aim of providing them with the skills required within a specific segment of the manufacturing process. This makes the Taylorist job designs to be suitable for the manufacturing industry. Lawrence (2010, p. 415) points out that Taylorist job designs include a separation of job planning and job execution processes. In addition, direct labor and indirect labor are separated in Taylorist job designs. In food manufacturing, the management team plays the role of planning for the food processing and manufacturing activities while employees execute the actual manufacturing activities. The distinction in roles leads to accountability in the food manufacturing process which makes the Taylorist job designs suitable within this industry. According to Truss, et al (2007, p. 53), hard human resource management model is suitable in application within the manufacturing industry because it characterized by the identification of the needs of the company for workforce to form a basis for recruitment and management. The food manufacturing industry hires employees in accordance to the workforce needs of the company. For example the need for cooks in food manufacturing and processing company translates to hiring specifically employees who have cooking skills and abilities. This forms the basis upon a food manufacturing company moves, hires or fires its employees. Prabhu (2011, p. 24) demonstrates that the hard human resource management model is characterized by a management approach where employees are treated as machinery, equipment or buildings (Truss, et al, 2007, p. 70). These are attributes of a manufacturing industry where most of the activities are manual and executed by machinery and equipment. In the food manufacturing industry various equipment and machinery are used to manufacture food and these are operated by the employees. Errors in the operation of these machines by employees will translate into problems within the manufacturing process. This illustrates that the hard human resource management model is only best applicable within the manufacturing industry. Prabhu (2011, p. 24) shows that hard human resource management model is characterized by short term changes in the number of employees as opposed to the strategic focus in recruitment and employee redundancy. This model of human resource management is therefore suitable for manufacturing companies which require taking advantage of the market opportunities such as cheap labor and as a result maximizing profit (Ariss, 2012, p. 150). Within the food manufacturing industry many of the work activities require relatively fewer skills and as a result these companies are not focused at strategic human resource management practices such as employee training. In this sense therefore hard human resource management model is argued to be more effective within the manufacturing industry. Gama and Peticca-Harris (2012, p. 98) point out that the hard human resource management model is applicable within the manufacturing sector because it provides minimum wage for the large number of employees and as a result minimizes the costs that are related to the compensation of employees. Food manufacturing companies are often characterized with a large work force without significant academic qualification. This means that food manufacturing companies are likely to pay their employees just enough for recruitment and retaining of these employees. In this regard therefore it is arguable and reflective that the hard human resource management model is effectively applicable within the manufacturing industry. Truss, et al., (2007, p. 57) demonstrates that there little employee empowerment and delegation in the application of the hard human resource management model. In addition, the appraisal processes and mechanisms are largely judgmental. Within the food manufacturing industry, the level of academic qualification for employment or recruitment for employees is relatively low as compared to other sectors which make delegation of managerial functions to employees less functional. In addition, the volume of production in food processing or manufacturing is used to judge the productivity of employees. In line with these illustrations, the hard human resource management approach can be said to be more suitable within the manufacturing industry. McDonald’s is an example of a food manufacturing company which employs the Taylorist job designs and the hard HRM model in the management of its employees. Within McDonald’s tasks are segmented into small units which include meeting clients, greeting and welcoming them, leading customers to their seats or tables, preparation of food, serving food, collection of payment and cleaning (Kowitt, 2011, p. 70). These activities are allocated by mangers to different employs each with skills in executing specific jobs. The application of the scientific management approach within McDonald is also revealed by the focus on training programs which are aimed at presenting the employees with skills and knowledge within particular segments of the food production and service. The step by step manuals that employees are provided within McDonald also demonstrate application of Taylorist job designs within this organization (Kowitt, 2011, p. 74). The management team within McDonald realizes the negative implications that are likely to result from absence or reduced productivity of employees within the processes of manufacture and processing food products. Therefore McDonald’s has implemented a hard HRM model which is characterized by rules, policies and standards which must be met by the employees (Kowitt, 2011, p. 76). Through this management model, the company has been able to make timely deliveries and achievement of consumer satisfaction. In addition, McDonald’s management is based on strict monitoring of employee activities so that efficiency and high quality in the production process is achieved. It is therefore arguable that the hard HRM model as employed within McDonald’s has various benefits which have caused the company to become a market leader in food production (Kowitt, 2011, p. 78). Taylorist Job Designs and Hard HRM in the Service Industry It is arguable that the Taylorist job designs are not effective or suitable for application within the service industry basically because these designs were invented for application within the production processes of a manufacturing industry (Nyl, 2007, p. 13). Within a call center, which represents business operations within the service industry, it is difficult to segment tasks into small units. For example it would be impractical to allocate employees who specifically talk and handle the queries of customers and separate them from those who talk to suppliers, distributors and other stakeholders. This is because of the random nature of calls which makes an employee predisposed to receiving calls from anyone. Since segmentation of business activities is one of the major aims of Taylorism, it is therefore arguable that the Taylorist job designs are not applicable within the service industry (Peaucelle, 2006, p. 452). The training of individuals within a call center is universal. This means that every employee should be able to handle calls and queries which emanate from various individuals. This is against the Taylorism which aims at training employees to achieve skills in specific activities within work segments. It is therefore notable that the Taylorist job designs are not effectively applicable in terms of human resource training and development in the service industry. In addition, the Taylorist job designs were aimed at minimizing the training requirement of employees. This means that in a service industry such as a call center, where employees are supposed to have vast knowledge about the operations of the company, cannot effectively employ the Taylorist job designs in the management of human resources. In a call center, the work processes are not procedural or rigidly pre-planned. The work activities and services offered are dynamic and depend on the needs or problems that are faced by the clients. It is in this sense that employees are provided with the responsibility of planning how each service is to be offered depending on the received requests and queries. On the other hand, Taylorist job designs provide that the execution of job activities is separated from the planning process. In additional, Taylorism as described in scientific management provided for procedural and timed work activities (Nyl, 2007, p. 10). Since services are less procedural and unrealistic to time, it is argued that the Taylorist job designs cannot be applicable in the service industry with the required effectiveness. Call centers are characterized by a great deal of delegation of duties in which employees make decision based on the request of employees and their understanding of the operations and objectives of the company. This means that hard human resource management model which does not encourage delegation is ineffective if applied within the service industry. Furthermore there is a lot of communication within a call center both within the organization and with the external environment. It is therefore arguable that the hard human resource management model is not suitable within the service industry. This is related to the fact that hard human resource management approaches are characterized by minimal or no communication between the management and the workforce (Gama & Peticca-Harris, 2012, p. 102). Ariss (2012, p. 147) argues that effective services are achieved through appropriate motivation and compensation of employees in addition to proper working conditions. For example, within a call center, employees are likely to respond better and professionally to the problems of customers if they are motivated. The hard human resource management model focuses on minimum wage as opposed to adequate compensation and motivation of employees within an organization (Prabhu, 2011, p. 24). This makes this form of management approach less suitable for application within the service industry. Conclusion In light of the above analysis, discussion and illustrations, it is evident that Taylorist job designs and hard human resource management model are suitable for application within the manufacturing industry such as food processing and manufacturing companies. Taylorist job designs are procedural, timed, segmented and focused at minimized training needs and cost which makes them suitable for application in the manufacturing industry. The hard human resource management model is also appropriate within the manufacturing industry where cheap labor, minimal communication, more machinery and little delegations are exhibited. On the other hand, Taylorist job designs are not suitable within the service industry such as a call center because of the difficulty in segmenting job activities and the need for collective training for broader skills and knowledge within the service industry. The hard human resource management model is also not suitable within the service industry because of the delegating characteristic of this industry and the increased need for motivation and compensation for effective service delivery. References Ariss, A 2012, 'Human Resource Management', Academy of Management Learning & Education, 11, 1, pp. 147-151. Evangelopoulos, N 2011, 'Citing Taylor: Tracing Taylorism's Technical and Sociotechnical Duality through Latent Semantic Analysis', Journal of Business & Management, 17, 1, pp. 57-74. Gama, N, McKenna, S, & Peticca-Harris, A 2012, 'Ethics and HRM: Theoretical and Conceptual Analysis', Journal Of Business Ethics, 111, 1, pp. 97-108. Helft, M 2011, 'Steve Jobs' Real Legacy: Apple Inc', Fortune, 164, 5, pp. 59-65 Kowitt, B 2011, 'Why Mcdonald's Wins In Any Economy', Fortune, 164, 4, pp. 70-78 Larsson, J, Vinberg, S, & Wiklund, H 2007, 'Leadership, Quality and Health: Using McGregor's X and Y Theory for Analyzing Values in Relation to Methodologies and Outcomes', Total Quality Management & Business Excellence, 18, 10, pp. 1147-1168. Lawrence, PR 2010, 'The key job design problem is still Taylorism', Journal Of Organizational Behavior, 31, 2/3, pp. 412-421. Mulherin, J. 2008, "Job Design and Technology: Taylorism versus Anti-Taylorism", Contemporary Sociology, vol. 32, no. 5, pp. 588-590. Nyl, C. 2007, "Taylorism and hours of work", Journal of Management History, vol. 1, no. 2, pp. 8-25. Peaucelle 2006, 'From Taylorism to post-Taylorism', Journal of Organizational Change Management, 13, 5, p. 452. Prabhu, N 2011, 'Human Resource Management at The Crossroads', International Business & Economics Research Journal, 10, 8, pp. 23-34. Pruijt, H 2005, 'Teams between Neo-Taylorism and Anti-Taylorism', Economic & Industrial Democracy, 24, 1, p. 77. Truss, C, et al., 2007, 'Soft and Hard Models of Human Resource Management: A Reappraisal', Journal Of Management Studies, 34, 1, pp. 53-73 Read More