Study of Human Resource Management Motorola’s Job Sharing System

Questions: 1.How does Motorolas job sharing system fit with their business needs? 2.What particular needs do female employees face in work-life balance arrangements such as job sharing? 3.What are the advantages and disadvantages of job sharing to job sharers and their managers? 4.What cultural factors come into play in introducing job sharing into other organizations in an Australian context? Answers: 1. The aim of every business is to make a profit which can lead to better living standards at the long run (Zhao, 2015). Job sharing in this company fits its business needs in the fact that it leads to motivation and minimization of workload, hence leading to faster and efficient production. In its operation, Motorola uses 24 hours and seven days a week working strategy to attain a competitive advantage. Job sharing, in this case, is ideal because it helps the employees to refresh their minds because of good work-life balance. Job sharing in this case also helps the employees to share skills and experiences. This system has also assisted in maintaining high profile workers because it allows a flexible schedule which makes the employees realize the importance of working from this company (Sonia, 2014). The system reduces high employee turnover rates in this company because it assists the sharers to balance and reduce workloads. This means the company can retain a pool of highly qualified and well-trained talents. 2. This kind of arrangement has been assisting women to benefit from work-life balance because it allows them to have enough time which they can spend with their families (Zhao, 2015). Apart from just spending time with their families, the fact that job sharing minimizes workload assists women to have good energy which can help them to take care of their children. Work-life balance also helps the women to contribute fully to the organizations because this kind of balance enables them to relax so that their minds and bodies can refresh. Apart from factors which seem to favor women in the aspects of job sharing, Female employees usually face different challenges when it comes to job sharing. One of these issues includes subjecting them to greater suffering, especially in situations when the workload is quite engaging and too demanding (Pandey, 2013). Sometimes they also face sexual harassments in the cases where they work under this kind of job arrangements. This comes from their managers of even their job sharers. The system also makes the rights of women to be overlooked especially when the system is not well implemented, or some factors are not considered. 3. Job sharing has various pros and cons to both job sharers and their managers. One of the advantages to the managers is that it assists in retaining high valued employees who would otherwise quite because of work-family balance issues. Another advantage to the employer is that it leads to increase in productivity because employees share different things including motivation, creativity, and enthusiasm. Some of the disadvantages of job sharing to the manager include it may lead to increase in the cost of benefits when the manager decide to provide each job share partner with benefits (Nielsen, 2014). Another disadvantage is that it may lead to increase in employment cost especially when the manager is told to pay for cross-over-day. Advantages to the sharers include it assists in minimizing workload and also helps them to create time for their families. Another advantage for job sharing to the employees is that because of good work-life balance, employees are less stressed and are likely to fully contribute to the various tasks they undertake. The disadvantages of job sharing to employees are that they have to deal effectively with their sharers (Banerjee, 2014). This is because they at times find this kind of interaction challenging especially for those who do not have good interpersonal skills. The other disadvantage of job sharing for employees is that they must consider various things when undertaking different components of the jobs. In a blended partnership, employees do not have things done their way. In such cases, compromise and learning new ways of doing things is needed otherwise the coworkers will experience confusion or uncertainty. 4. Introducing job sharing into other organizations in Australia needs proper strategies or considerations to be made because the way in which the employees believe or behave may greatly influence the effectiveness of job sharing in the country (Mahapa, 2012). For example, one of the considerations which should be made is how do the Australians view the combination of male and female in job sharing, can it lead to various aspects like sexual harassment or going against human rights, how do employees view work-family balance and so forth. These considerations will assist in planning the job sharing strategy in a manner which cannot compromise what the Australian employees believe in. Job sharing is still not relatively usual in the Australian senior roles. This means because is not familiar in this country, introducing it to the senior roles may not work because the Australians are yet to fully believe in its effectiveness. Australians believe that hiring unknown leads to a leap of faith and when you hire two, you simply double the risk Bibliography Banerjee, D. (2014). Gender and Support: Work Pressure of the American Workers. Sociological Viewpoints, 30(1), 546-600. Mahapa, V. (2012). An Assessment on the Uptake Level of a Fully Integrated Human Resource Information System (HRIS): A Case Study of Midlands State University. Public Administration Research,, 1(1), 33-45. Nielsen, P. (2014). How Do We Understand Working Environment Policies, Programmes and Instruments? Nordic Journal of Working Life Studies, 4(4). Pandey, S. (2013). Applied Human Resource Management: Strategic Issues and Experiential Exercises. South Asian Journal of Management, 20(3), 37-78. Sonia, H. (2014). Working Women into the Borderlands. College Station, TX: Texas AM University Press. Zhao, D. (2015). The Pressure on Women Teachers in Colleges and Countermeasures. Asian Social Science, 11(7), 34-67.