Organizations face numerous pressures to attain desired productivity levels while respecting their workers’ rights. Such is the case in the Jim Beam bourbon-making plant, which is at loggerheads with its employees over a new bathroom-break policy. In the past, company policy allowed workers unlimited unscheduled bathroom-breaks throughout the day. However, the company introduced a new policy that limited the number of bathroom-breaks to three, citing that workers were taking advantage of the old break policy. According to the new policy, employees are only allowed to use the restroom once during lunch break and two other times before and after lunch. Workers who take more breaks are subject to disciplinary action, including a warning and dismissal after six violations. Implementing the new policy led the Labor Cabinet to issue a citation addressing Jim Beam’s violation of a federal labor law that requires employers to provide workers restroom facilities. Additionally, the United Foods and Commercial Workers union stated that the policy is degrading since it forced some workers to start using protective undergarments. This paper integrates various theories to the Jim Beam organizational structure and recommends the most suitable perspective.
Jim Beam as a Rational System
The rational system perspective theorizes that organizations are designed to achieve specific goals. Rationality is the extent to which a company organizes its actions to achieve predetermined goals with maximum efficiency (Scott & Davis, 2007). For instance, in the Jim Beam bourbon-making plant, the company decided that workers were abusing the liberal break policy. Consequently, it introduced a new policy that limited the bathroom-breaks in an attempt to increase worker productivity. Limiting the breaks was a means to an end for the company.
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The rational model acknowledges workers’ motivational limitations and imposes constraints upon their choices and actions. These specified limits, such as the limited bathroom-breaks, encourage rational behavior within an organization. One of the rational system principles is formalization, whereby the rules that govern behavior are explicitly formulated. Companies prescribe roles without considering personal attributes of individuals in the structure. They also engage consultants to develop more favorable arrangements for achieving business goals (Scott & Davis, 2007). Jim Beam engaged a urologist to recommend a better arrangement for achieving higher worker productivity. By providing bathroom-break schedules, Jim Beam standardized and regulated workers’ behavior, making them more predictable.
Personal Perspective
Despite the advantages of formalization, some theorists criticize it for its rigidity, ineffectiveness, and tendency to favor form over substance (Scott & Davis, 2007). The formalization of bathroom-break rules at Jim Beam created strife between employers and workers due to the policy's rigidity. The policy did not consider the role of work breaks in workers’ mental and physical well-being (Cambo et al., 2017). Negative effects on worker’s mental and physical well-being influence job stress and job satisfaction. Subsequently, these two factors influence workforce productivity. Hoboubi et al. (2017) found a positive correlation between job satisfaction and workforce productivity. The rational system adoption at Jim Beam led to decreased job satisfaction and an increase in job stress. Job stress resulted from being demeaned to the extent that adults have to justify the need to go to the washrooms. It also arises from the physical stress associated with resisting the urge to urinate or urinating on one’s self.
Consequently, the rational system might not be the most effective in increasing worker productivity. Instead of a rational system, Jim Beam can benefit from implementing Lawrence and Lorsch’s contingency model. While the rational system is highly formalized and targets achieving specified goals, the natural system less formalized and targets less clear and conflicting goals (Scott & Davis, 2007). Since the natural system depends on participants’ personal qualities and initiative, the company must develop systems to motivate workers by positively reinforcing desired behavior instead of negative reinforcement. By combining the natural and rational systems, Jim Beam can introduce some flexibility in lineworkers' management.
For instance, the company can retain the old worker break policy and supplement it with a physiological and location-sensing application. Indoor location and physiological sensing applications are effective in promoting mobility during work breaks. Using such applications would ensure that workers do not abuse their break privileges. Location sensing applications, such as BreakSense, can be installed in workers’ mobile phones (Cambo et al., 2017). The application has a game-like design that can incorporate reinforcement systems, such as coins, which can be traded as an incentive. According to Irvine et al. (2015), these applications also benefit worker health since they can monitor certain conditions, such as lower back pain. However, the integration of these applications should respect workers’ privacy rights (Ajunwa, 2018). Indoor location sensing applications are, therefore, beneficial to company productivity and worker health.
Apart from using mobile applications as positive reinforcement tools, the company can also incorporate spirituality in motivating its workers. When Merida (2015) states that “skilled workers performed their work unto the Lord,” it indicates that they were motivated by spiritual fulfillment. Work can also be equated as an offering to the Lord (Exodus 35: 21, New International Version). Therefore, Jim Beam can make the worker break policy more flexible and supplement it with a spiritual motivation, whereby workers are encouraged to be honest with work hours. Spiritual motivation can be achieved by incorporating spiritual leadership. Doing so would positively influence workplace spirituality and develop intrinsic motivation among workers. It would also develop environmental passion, thereby positively influencing pro-environmental behavior (Afsar et al., 2016). Therefore, the contingency model would be the most effective for Jim Beam.
Conclusion
Organizations face numerous pressures to attain desired productivity levels while respecting their workers’ rights. Jim Beam is at loggerheads with workers due to the new worker break policy. The policy was implemented to create formalization per the rational system. However, this system creates job stress and adversely affects job satisfaction. It should be replaced with Lawrence and Lorsch’s contingency model to create more flexibility.
References
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