SCENARIO:
A new operations manager is assigned to a cash management operations function in a global wholesale bank. He recently acquired his MBA, and he has decided to use an assembly-line design and apply a total quality management (TQM) approach to increase efficiency at an offshore location. Many of the employees at the offshore location hold advanced degrees from their home countries and have professional-level experience, but because their degrees are not recognized by the bank, they have been assigned to clerical-level positions.
The new manager has implemented his assembly-line approach, and the employees are miserable. They complain to the bank's president, who asks the HR manager to work with the operations manager to implement the change more effectively.
In reviewing the changes that have been implemented, HR can see that the new approach has resulted in impressive business results, increasing the unit's throughput rate and the bottom line. However, the assembly-line element of the new work process means that some employees are only stapling documents together or putting them into a file folder. The work is monotonous and offers little autonomy to the employees. HR also notes that one element of the change is a move to a 24/7 operations schedule. Less desirable shifts offer higher pay, but the operation is still experiencing attendance problems. In addition, injuries that can be attributed to fatigue are increasing. It appears that the 24/7 schedule is causing personal and family issues for the employees.
1. How should HR respond to the employee complaints?
2. After responding to the complaints, how should HR continue to support the transition to the new approach?
3. How can HR help in maintaining the benefits of the new shift while mitigating the negative impacts?
4. How could HR involve the employees to improve the design of their new roles and increase their satisfaction with their work?