Question

2. What could be some potential problems when developing written job descriptions for
call centre employees?


3. How could ServiceOntario ensure that call centre employees’ jobs are designed according
to the job characteristics model?


4. Would working in teams be effective for call centre employees at ServiceOntario?
Why or why not?


5. Could call centre employees work from home? What potential problems could this cause to
the design of their work?

350 - 600 words including all questions

Answer 1

The job characteristics model was introduced to use the advantages of improved systemization. It was not put to good use due to an increase in employee dissatisfaction. It states that if one adjusts the job itself, they can successfully generate the environment for the employee to flourish in their role. They will be more motivated and will perform at a higher level. It contains five vital characteristics which are skill variety, task identity, significance, autonomy, and feedback.

Further explanation is provided below

Explanation:

1. The job characteristics model was introduced to use the advantages of improved systemization. It was not put to good use due to an increase in employee dissatisfaction. It states that if one adjusts the job itself, they can successfully generate the environment for the employee to flourish in their role. They will be more motivated and will perform at a higher level.

It contains five vital job characteristics and they are as follows:

a. Skill variety: It is referred to the degree of different skills and talent needed for the job. It states that the job should have more variety in their roles which can result in more satisfaction for the employee.

b. Task identity: It is referred to as the degree where the tasks assigned are recognizable and have a noticeable result. It states that employees should understand their role and should be competent enough to observe the result they have achieved.

c. Task significance: It is referred to as the tasks that are assigned to work and these tasks should have an impact. This model states that employees will be more satisfied if they understand the impact of their role on the customer.

d. Autonomy: It is the degree of liberty that should be allowed to an employee to fulfill their work output. This model states that greater autonomy will bring responsible behavior from the employee towards their work.

e. Feedback: It is referred to as the degree to keep the employee informed about their performance in the role. This model states that additional feedback will lead to more knowledge and increased motivation to achieve more.

Service Ontario can ensure that the jobs of call centre employees can be designed following the job characteristic model in the following ways.

a. They can ensure that the tasks are low and create a sense of autonomy of tasks to develop a feeling of conscientiousness towards the task for the call centre employees.

b. They can diversify their assigned tasks to keep their jobs interesting to bring a sense of satisfaction for the employees.

c. Service Ontario can also assign work to big groups consisting of a large number of employees to accumulate a feeling of coherence to bring increased teamwork into the team.

2. Working in teams can be effective for call centre employees in service Ontario. It can bring a feeling of togetherness and improves engagement. It can also be an outlet to foster positive peer relationships and motivates employees to do better. It can be effective for the call centre employees in the following ways

a. It will create and develop a feeling of purpose within the employees as they bind their long term goals and unite for a shared cause.

b. It can be effective as it will empower all the call centre employees to participate and provide their ideas. Their performance will improve as they allow space for feedback.

c. The call centre employees at service Ontario will be more effective in teams as they improve their communication by supporting one another through tough calls or projects.

d. It will allow healthy competition and assist in recognizing the success of employees on an individual level to keep everyone on their toes to achieve their goals.

3. Call centre workers can work from home. The global business process outsourcing industry calls it WAHA (work from home agents). Earlier, it was available for key employees but many businesses are using that option to reduce expenses in various locations across the United States, Canada, and so on.

The design of the job could be changed for call centre employees as their tasks, responsibilities, and duties are changed when working from home. There could be various potential problems that can happen to call centre employees working from home and they are as follows:

a. Technology

Their job design involved heavily with technology that they might need to work from home. Many employees may not have that and request their organization to offer some spare hardware equipment that can be used by them. It completely changes their duty schedule and the responsibility that they have to share between the members as many employees can be luckier than other members to have full equipment that can handle their daily workload.

b. Interferences

Since they are working from home, the tasks and duties are tweaked to match their schedule. They will have to handle work-life balance effectively to deliver their maximum output. Some call centre employees may be living with elder parents, small children, and so on, they might need constant attention. It could affect the components of the tasks and the pattern of their interaction with their tasks is likely to be altered.

c. Psychological

Another issue that can alter the design of their work is the psychological factors when working from home. There is a lesser physical distance between team members and other employees and a lack of physical connection could pose a potential problem with the design of the work.