Fishburn Hedges

28.06.2010

The Financial Times today reports on research from the Good Work Commission (a panel set up by the Work Foundation) suggesting that intensity at work is increasing for UK employees, partly because they feel they have less opportunity to shape their own jobs and activities. The research findings will feed into recommendations that the Commission makes this autumn on how work can be made more rewarding for business, society and employees.

The idea that autonomy within job design is important to employee engagement and performance is nothing new. It has been highlighted by employers and academics for years. But what is really interesting is the Commission’s 'possible explanations' of why autonomy is falling. According to the FT’s report, these include 'targets and performance management systems, the way regulations are applied, procedures to minimise risk and standardised workflow systems'.

Involving employees in job design

These 'possible explanations' may seem, on the face of it, quite plausible. Every business will have processes that it wants people to follow. Every company has to manage risk, and will want to ensure consistency across its operations. However, just because there is a need for  standardisation in some areas, it does not mean the process cannot be engaging. Involving employees in shaping the required policies or practices can not only make them more effective – through the benefit of input from the front-line – but can also inspire people to follow the procedures more enthusiastically and consistently.

In addition, the reference to performance management as an inhibitor is worrying. By definition, performance management is about getting the most out of employees. Given that some degree of autonomy is vital to individuals, performance management should recognise and respond to this. Clearly, the process needs to identify and address poor performance, but it should be about establishing the optimum conditions for employees to play the role expected of them. It should support autonomy, not stifle it.

Engagement is a cultural requirement: it has to underpin the way an organisation works, across all aspects of its operations, to inspire individuals to give their best at all times. Involving employees in job design is one important element. It should be a key step for every leader and manager.

Posted by Paul Sweetman