Human Resource Management Job Sharing System

Question: Describe about the Human Resource Management for Job Sharing System. Answer: The job sharing system in Motorola has helped in changing major working hours at their East Kilbride plant. The plan was made to be helpful in standardizing the shifts within all of their operations (Williamson Cooper and Baird 2015). It has helped them in forming successfully working shift a total of 84 hours over two weeks time period. In job sharing system two workers would share the 12 hours shift in between them. This system of job sharing has provided Motorola with many benefits like, Motivating employees by job satisfaction- The workers of Motorola has been largely benefited from this system. Their responsibilities have been divided and they do not have to work tirelessly (Park Kim and Krishna 2014). It becomes no hectic for the worker to follow the working timing and they were able to devote some time to their family also. Successfully implementing the amount of working duration- Motorola have implied a total of 7 shifts of 12 hours each over a period of two weeks. The shift timings could have been failed if the job shifting would not have been available (Williamson Cooper and Baird 2015). The company has been largely benefited from their annual reviews and feedback sessions. It has been possible because of their job sharing system. 2. Motorola also has a number of female employees in their business operations. Motorola implemented 12 hours working duration for a shift. It became really difficult for these female employees to carry on the work. The work duration was too onerous for the female employees as they had to take care of their family too. For example- Mary MacDonald was also an employee of Motorola. She had applied for dayshift at Motorola. However, she was also a single parent of two kids. Hence, she has to take care of them as well. The time duration became very hard for her to manage work and kids simultaneously. However, due to the application of job sharing system, she could form a balance between the work and her personal life. It also helps in decreasing the stress level among employees due to work load. Motorola was able to provide work satisfaction to its employees because of this job sharing system. Hence, forming balance between real and personal life, decreasing the stress level due to work load, and job satisfaction were the main reasons and needs for implying job sharing for female employees of Motorola. As per the news article in How two women became CEOs through job sharing (2016), two women became CEOs of a company by job sharing. 3. Job sharing is very important for all the providing the benefits to the company and its employees. The key advantages of job sharing are retaining of employees and efficient job sharing. However, there are some disadvantages of job sharing on employees and customers such as Problem of managing two employees and compatibility issues among the co workers. Advantages Retaining employees- It has helped managers of Motorola for retaining many efficient and hard working employees. According to Watton and Stables (2016), these workers might have quitted the job due to family issues and lack of balance of work and personal life. Efficient job partners- The sharing of responsibility is beneficial for job sharers of Motorola. If two workers divide the work it would help the company in achieving two set of brains in their work (Watton and Stables 2016). The successful work would get shared between the coworkers as both of them would work hard to deliver 100% results. Disadvantages Managing two employees- it would become difficult for managers to manage the two workers on the same task (Lutz 2012). Sometimes, conflict would rise in between them due to competitive nature of employees. Compatibility issue- the coworkers of Motorola may have compatibility problems and issues. The problems may rise due to difference in working style or lack of compromising among them (Lutz 2012). It is very difficult to find two workers who are compatible and ready to work as a part timer. 4. The cultural factors that affect the implication of job sharing in any organization are codependency among workers (McNamara et al. 2013). The employees have become more significantly connected to each other. They have divided the work among them and it has helped to lessen the work load. Another factor that has a role for forming the job sharing in the organization is spending family time (Malabi 2015). The responsibilities of the employees towards their family also help in determining whether the job sharing would be successful or not. It has been seen that many employees have to take care of other matters like family or studies and have to devote their time to other options (McNamara et al. 2013). Hence, if their work is divided by using job sharing, the employees would get ample time for devoting to themselves. However there are some barriers that may hinder the progress of job sharing for the organizations. According to the cultural dimension of Hofstede, Australia is a very individualistic country (Bakir et al. 2015). People are limited to their own personal life. Hence, they need time for their own family and friends. Job sharing is helpful in providing them with ample amount of time to spend with their beloved ones. References Bakir, A., Blodgett, J.G., Vitell, S.J. and Rose, G.M., 2015. A preliminary investigation of the reliability and validity of Hofstedes cross cultural dimensions. InProceedings of the 2000 Academy of Marketing Science (AMS) Annual Conference(pp. 226-232). Springer International Publishing. How two women became CEOs through job sharing. (2016).Telegraph.co.uk. Retrieved 25 August 2016, from https://www.telegraph.co.uk/women/work/how-two-women-became-ceos-through-job-sharing/ Lutz, J., 2012. Alternative Work Arrangements: An Examination of Job Sharing.Compressed Workweeks, and Flextime. Malabi, N.J., 2015. A Phenomenology of Communication and Decision-Making among Head Nurses and Staff Nurses in a Managerial Job-Sharing Unit. McNamara, T.K., Pitt-Catsouphes, M., Matz-Costa, C., Brown, M. and Valcour, M., 2013. Across the continuum of satisfaction with workfamily balance: Work hours, flexibility-fit, and workfamily culture.Social Science Research,42(2), pp.283-298. Park, S.H., Kim, J.N. and Krishna, A., 2014. Bottom-Up Building of an Innovative Organization Motivating Employee Intrapreneurship and Scouting and Their Strategic Value.Management Communication Quarterly,28(4), pp.531-560. Watton, E.L. and Stables, S., 2016. The benefits of job sharing: a practice-based case study. Williamson, S., Cooper, R. and Baird, M., 2015. Job-sharing among teachers: Positive, negative (and unintended) consequences.