Introduction
Every enterprise or organization yearns for high employee performance. Several studies and models have been advanced to try and find out the best work structure that can yield high productivity by a company. Several organizations try several sets of work plans to achieve productivity. Some have taken the path of rotational duties while others have taken the routine path. All in all, both have their merits and demerits (Hakim, 2000). The question, therefore, remains on which is the best work schedule for achieving employee motivation.
There are several work schedules employed y various organizations throughout the world, but no one has ever come up with the best suited for enhanced employee productivity. Some scholars do claim that routine work does lead to bored employees as it is monotonous. Those who support routine work aver that it leads to specialization. This is why this study aims at finding out which work schedule helps employee performance.
It is important that every organization ensures that its employees are productive; therefore, one will want to consider whether routine jobs affect productivity. Wright & Boswell, 2002) in their study identify factors behind the effectiveness of employees. According to Storey (1992), in his study of the creative oriented jobs and routine-oriented workers, asserts that the former were more productive as the later were being laid off. Studies have shown that routine does not allow creativity, by all means, kills dynamism and makes employees go into slumber.
This study, therefore, seeks to investigate whether highly motivated employees do routine work. Concerning the above problem, the study was guided by the following objectives:
- To find out whether routine jobs promote creativity
- To determine whether routines make employees more productive.
The hypotheses to be tested in this study are:
- Routine jobs do not encourage change.
- Routine jobs make employees productive.
Research methodology
Primary as well as secondary data will be collected from employees of three companies through purposive sampling. This will mean those particular companies, as well as segments of workers, will be the ones used in the research. This is because it will be useless to sample people who are not employees of a given organization as this may lead to unreliable findings (Peters & Waterman 1982). Further, it is not possible to sample an entire population as this may prove unmanageable largely impractical due to challenges such as budget constraints, time and other logistical challenges.
The research will majorly be exploratory. According to Robson (2002:59), this type of research seeks to find new insights as well as tries to assess given phenomena in a new light. Looking at the issue of routine, work and performance this strategy will be suited to provide us with the necessary insights it the controversial issue of work schedules and their effects on performance (Legge,1995).
Data collection
This research will use a survey method to collect data. This type of survey strategy will be quite useful for this exploratory research. This is because it allows for the collection of large amounts of data in a highly economical way. Also, this method is authoritative and is comparatively easy to explain (Hakim, 2000). Thus, questionnaires will be prepared and administered to the employees of the three organizations selected. Another advantage of this method is that it allows for the collection of quantitative data that can also be analyzed quantitatively.
Data Analysis
Since the data will be representative, it will be analyzed quantitatively by use of descriptive as well as inferential statistics. Further the results will be subjected to analysis software SPSS. Conclusions will be drawn from the data collected.
Conclusion
The challenges in designing work schedules in most companies are based on management policy. However, there are challenges in actually determining the appropriate work schedule for a particular organization or even types of duties. This study tries to find insights into the choice between routine work and performance vis a vis other work schedules. The study will, therefore, serve as a knowledge gap filler in this highly controversial human resource challenge.
References
Hakim, C. (2000). Research Design: Successful Designs for Social and Economic Research (2nd end). London: Routledge. Web.
Legge, K. (1995). Human Resource Management Rhetorics and Realities, London: Macmillan Press. Web.
Peters, T., & Waterman, R. (1982). In Search of Excellence, New York: Harper & Row. Web.
Robson, C. (2002) Real World Research (2nd edn), Oxford: Blackwell. Web.
Storey, J. (1992). Developments in the Management of HRM: An Analytical Review, Oxford: Blackwell. Web.
Wright, P., & Boswell, W. (2002). ‘Desegregating HRM: A review and synthesis of micro and macro human resource management research’, Journal of Management, 28, 247–76. Web.
.