Procurement officers are tasked with different monotonous roles related to the organization of financial paperwork. As a professional in this sector, I am involved in intensive daily paperwork, which entails accurate arrangement, organization, and presentation of files and documents. As a result, the best redesign type would include job rotation within certain roles. In this case, integrating practical roles with paperwork responsibilities would be a vital element of motivating employees (Wrzesniewski, 2014). Being a procurement officer, I have engaged in intensive organization and management of vital activities.
Ensuring safe storage and security of the U.S. army’s financial resources in documents is a vital role for procurement technicians. However, professionals can depict mental fatigue as depicted in the reduced quality of assigned roles (Griffin, 2007). Job rotation would be useful for allowing professionals to work away from the office environment. This approach motivates employees to grow in creativity and quality output. In essence, reducing office work monotony would include integrating practical responsibilities in a tactical job rotational policy, which enhances motivation among procurement technicians in the U.S. army.
Job significance is the main characteristic that I would wish to change if my supervisor decides to use the job enrichment approach for redesigning roles and responsibilities. This attribute entails the extent to which certain roles affect other stakeholders (Griffin, 2007). As a procurement technician of the U.S. Army, many assignments are intended to enhance financial accountability and transparency in all transactions. For instance, placing orders and expediting deliveries would affect colleagues’ operational efficiency in their respective departments (Wrzesniewski, 2014). Similarly, inaccurate payments made to suppliers can affect the quality of daily output within the army. Job significance is an attribute that I would want to change to extend transparency and accountability.
Most importantly, the tactical framework would include integrating legal consequences for failure to meet agreement terms among stakeholders. For instance, suppliers should be fined for late deliveries, which affects the daily activities of the U.S. army. In essence, this would allow a procurement officer to work with renewed motivation as liability is extended to partners. Job significance is instrumental in decentralizing activities and consequences among stakeholders (Wrzesniewski, 2014). As a procurement officer, following and mitigating financial losses would become easy as liability is placed on individual partners. The job redesign framework would also improve stakeholder cohesion among individuals involved in the procurement activities of the U.S. army.
Job optimization would be the most effective crafting strategy intended to improve the performance of a procurement technician. As was noted before, this position includes roles and responsibilities related to the organization and the presentation of financial documents and reports. Additionally, working for the U.S. army in that office entails strict scrutiny of files for delivering accurate data required for periodic reporting. These roles are mainly paperwork and can be monotonous when implemented daily (Wrzesniewski, 2014). Job optimization, in this case, would be useful in diverting concentration to related responsibilities while colleagues work on other assignments.
Crafting new roles for a procurement position would be vital in enhancing workplace motivation. Colleagues working on teamwork assignments can develop vital professional attributes such as accuracy, relevance, and liability of imminent risks. In this context, procurement assignments would be implemented by groups of procurement officers in a team setting. This approach will enhance cohesion and reduce conflicts that arise due to inaccuracies reported to the management. Most fundamentally, job optimization would be vital for redesigning roles and responsibilities that enhance motivation among procurement technicians of the U.S. army.
done in as little as 1 hour
References
Griffin, R. (2007). Chapter 6: Organization structure and design. Principles of Management. Houghton Mifflin.
Wrzesniewski, A. (2014). Chapter 6: Engage in job crafting. In J. E. Dutton & G. M. Spreitzer, (Eds.), How to be a positive leader: Small actions, big impact (pp. 65-164). Berrett-Koehler Publishers.