Study clarifies job-rotation benefits

Article Abstract:

Companies have been using job rotation over the years to staff jobs, orient new employees, avoid job boredom, train employees and improve their career development. This practice involves systematically transferring employees from job to job within an organization. It has been known to provide workers with new skills and work experiences, create opportunities for newcomers and expand the knowledge base of the organization. A study on job rotation at Eli Lilly and Co. reveals the impact of moving employees to different jobs on their training and development. Results reveal that job rotation is an effective proactive tool for boosting the value of work experience for training and development goals. The findings support the notion that rotation helps employees acquire the right skills and experience for the competitive business environment of today.

Pharmaceutical Preparation Manufacturing, Pharmaceutical Preparations, Case studies, Drugs, Eli Lilly and Co., Employee training, LLY, Rotation groups

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Creative downsizing

Article Abstract:

Warner-Lambert Co's worldwide restructuring program called for the scrapping of secretarial and administrative assistant positions in its New Jersey corporate headquarters. Unwilling to let go of the highly skilled employees filling these positions, the pharmaceutical company created the Temporary Secretarial Department (TSD) so that the displaced workers will still retain their income and continue working with the company. Any temporary job openings at Warner-Lambert are filled up by temps from the TSD. Aside from preserving the livelihood of displaced workers, the program also enables them to learn new skills while look for other jobs within or outside the company. Warner Lambert also established an Employee Assistance Program to help former employees cope with the trauma of downsizing.

Chewing gum, Methods, Warner-Lambert Co., Temporary employment, Downsizing (Management)

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How do you design a job?

Article Abstract:

Many managers believe the design of a job cannot be altered, and they may blame employees for poor job performance rather than changing a badly designed position. An analysis of available job literature and research on positions in the products and electronics industries reveal that job designs can be changed. Four job design approaches were discovered, each focusing on different outcomes for employees and organizations. The approaches include: the motivational; the mechanistic; the human factors; and the biological.

Analysis, Evaluation, Employee motivation, Work design, Job evaluation

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