Making work satisfying and participatory

Making work satisfying and participatory


This essay elaborates the goals and the motivations of the work reforms on the perspective of employers and workers. Different stakeholders for instance the management, unions or workers and the state plays critical roles in shaping the workplaces. These roles should be played with the aim of reorganizing the work to make it more satisfying to the workers hence it enhances their participation. The essay also handles the issue of whether the goals of humanistic work reform should be reconciled with those of productivity and profit of the organization (Hickman, 43).

Making work satisfying and participatory

Currently work reforms are very crucial due to the ever changing nature of the workplaces. Some of the changes that take place in these workplaces ultimately results into changes in the newly developed roles played by either the management, state or the unions of workers. On the other hand, there are also those changes that are made in the workplaces with the aim of preserving the powers and authorities that are bestowed on the management or the unions of workers as well. However, there are those changes that are made by the workers with intention of undermining the roles played by the unions. To make the work more satisfactory and participatory to the workers involved, it is vital for the management and unions to make appropriate changes in the technologies used for the products and the processes hence making the reorganization of the work itself very possible (Pollitt, 71).

In accordance to DiTomaso, Nancy, and Corinne (43), such reorganization of the work to improve the satisfaction of the workers has mainly been caused by the changes in both the market places and the competitive conditions within the industry. The core purpose of unions of workers is mainly representing the interest of the workers to the management of the organizations in which such workers are involved as well as to other bodies that are concerned with the welfare of the workers such as the governments. Such unions of workers avails to their members the organizations as well as the legal frameworks through which the workers mobilizes the issues affecting them. The unions of the workers are deemed to have the most outstanding capacity compared to other forms of movements or groups such as the state and the management in shaping the workplaces.

The work reforms initiated in the workplaces have widespread goals or motivations that they serve to their workers or management at large. First, the reforms in the workplaces may be geared towards changing the funding system in the workplaces. Secondly, such reforms may be aimed at changing the remuneration or the benefits received by the workers in their workplaces. Finally, the reforms may be targeting at implementing some work requirements into the workplaces. The participation of the workers in their workplaces helps them in a number of ways. This is mainly because the workers believe that they possess the best insights that can be used in improving their workplaces hence their jobs (Bach, Stephen, Kessler, and Geoff, 89).

In addition, most of these workers value their participation since this avails them with a chance of influencing their working environment or welfare hence satisfying them. To the management, such participation of the workers which increases their satisfaction is beneficial since its leads to improvement in the productivity of the organization as well. The participation which leads to increase in workers’ pay, their jobs security as well as improvement in the working conditions is important to both the workers and the management. Reorganizing the work with aim of making its more satisfying and participatory can be initiated through use of varying programs which are implemented with the aim of changing the manner in which the operations of a workplace are carried out. The reorganization of work therefore includes a number of programs amongst them; the participation or involvement of the employees or workers, the quality assurance programs, the work teams, the participatory management team and the job restructuring programs. For this reason, the unions of workers, the state and the organization management should be involved actively in reorganizing the work to make it more satisfying to the workers (Mathis, Robert and Jackson, 29).

According to (Hickman, 67), proper implementation of the work reorganization programs accrues a lot of benefits to the workers or members of the unions. Some of these benefits to the workers include proper training for the workers, improved job security, increase in responsibilities and compensation for the workers. When the management of an organization is solely involved in initiating thee work reorganization programs they are possibly going to threaten the workers and their unions. Therefore all the stakeholders namely; the state, the management and the unions should be actively involved in implementing such programs to make them workplace satisfactory and participatory to the workers. This is important since it increases the possibility of developing these work reorganization programs fully and at the same time reduce or completely eliminate negative consequences that may result from their implementation. It has been argued that the participatory programs have a unique appeal to the organization workers mainly when such programs are followed by significant labor process and working rules changes.

The unions of workers are under an obligation to ensure that they fully participate in the reorganization of the work to make it more satisfying and participatory to their members. To attain this objective the union should be in apposition that it can easily access the same kind of support, information, training as well as the resources available to the management as the employers of their union members. In instances where major reorganization programs are anticipated to take place, the management of the organization within which the workers perform their duties should be ready and willing to share with the union, the information or details pertaining to the business as well as investment long term plans for the organization (DiTomaso, Nancy, and Corinne, 82).

According to Bach, Stephen, Kessler, and Geoff (104), when undertaking the work reforms within the organization all the stakeholders involved in such kind of reforms namely; the unions, the state and the management should never reconcile the humanistic goals with the profits or productivity goals. These two different types of goals should be handled differently during the work reforms. Since the humanistic goals are more related to the workers of the organization while the profits and the productivity goals pertain to the organization. Therefore any attempt to reconcile these goals when undertaking the work reforms will ultimately make the humanistic goals to be undermined in favor of the profit or productivity goals. Instead, these stakeholders should initially focus on the humanistic goals which deal with the welfare of the workers such as their training, their working environment and their compensation amongst others. Once these humanistic goals are achieved fully then the other goals, that is, the profit and productivity goals of the organization will automatically be achieved as a result of the satisfaction of the workers which eventually motivates them to work hard and attain the other goals of the organization.




In conclusion, it is paramount to note that the workplace is undergoing dynamic changes and only organizations and firms that embrace these changes will succeed. These changes lead to different and new roles for the management and unions. A number of changes are cosmetic with the intention being to preserve the status quo of the management and retain its power while portraying a change of appearance. Changes in products and technologies are leading to work re-organization with the main aim of making work satisfying and participatory. There are a number of programs initiated by organizations in order to ensure that work is more satisfying and participatory which include work teams, job restructuring, quality programs, and employee or worker involvement and participatory management (Mathis, Robert and Jackson, 58).

Workers need to be educated on these programs so that the programs achieve their desired objectives. If implemented properly, these programs can lead to a lot of benefits to both the workers and employees among them being increased job security, better training, and higher productivity, increased revenues for the organization, greater responsibility and increased compensation (Pollitt, 128). The employer should also embrace these changes that make work more satisfying and participatory since they will assist in creating a more competitive, profitable and efficient organization.


Works Cited

Bach, Stephen, Ian Kessler, and Geoff White. Employment Relations and Public Services’ ‘modernisation’ Under Labour. Bradford, England: Emerald Group Pub, 2005. Internet resource.

DiTomaso, Nancy, and Corinne Post. Diversity in the Workforce. Amsterdam [u.a.: Elsevier JAI, 2004. Print.

Hickman, Gill R. Leading Organizations: Perspectives for a New Era. Los Angeles: SAGE Publications, 2010. Print.

Mathis, Robert L, and John H. Jackson. Human Resource Management. Mason, OH: Thomson/South-western, 2008. Print.

Pollitt, David. Diversity in the Workforce. Bradford, England: Emerald Group Pub, 2006. Internet resource.



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