Could work be made more satisfying and participatory?
An employer assumes a significant role in designing modern work environments since it settles on critical choices about personnel, objectives, structure, and innovation. The essential motivations and aim of work reform are to offer fuller play to the fundamental function of the market mechanism in the allotment of labour assets to make full and balanced utilization of these resources in enhancing the productivity of financial development (History.com, n.d.). From the employer’s viewpoint, the reform ought to make the market more open, ready to advance the work assets, and support the steady improvement of the productive forces.
The invention of the assembly line is arguable one of the largest causes of change in the world of work. With division of labour and developing management groups, a task that was originally completed by a few craftsmen is now taken over by a large group of unskilled workers. Taylorism focuses on production and efficiency of resources as a measure of effectiveness. In terms of increase in production, the new work reform was a huge success; the cost of production and speed of production has been improved by dividing jobs into simple tasks. However, one of the most important factors is ignored: Human behaviour. Taylorism assumes the pay factor alone is enough to push everyone to work harder, but it does not take into account of other factors such as working conditions, job security, and mental stress. (Rinehart, 2001). In order to find methods to make work more satisfying, participatory, and challenging, it is important to understand how to balance organization productivity with employee satisfaction, and factors that facilitate and inhibit these changes.
Unions should fight for good working conditions and remunerations for their members, governments should enact legislations that protect the welfare of workers (Council of Europe, 1998). Moreover, the management should implement those reforms that improve the working and living conditions of employees. These groups also have responsibilities of obeying set laws and allowing dialogue to take place following a conflict (Bennett & Kaufman, 2007). Employees receive higher compensation and enjoy enhanced working conditions when they are members of a union compared to their counterparts.
For instance, during the introduction of the assembly line in 1914, bureaucracy was the principal administration style in North America. The blend of innovation and organization prompted the arrangement of Fordism based on mechanical large-scale manufacturing (Krahn, Lowe, & Hughes, 2010). This administration strategy implied that companies had the capacity to gain high profits while labourers persevered with little say in business choices and experienced poor working conditions. Consequently, employees lost the ability to improve their skills, offer their views, or give ideas for business operation.
Additionally, in the course of Canada's...