Metoda samoprilagajanja delovnega mesta omogoča zaposlenim proaktivno spreminjanje svojega delovnega okolja, kar vodi do večjega zadovoljstva, motivacije in uspešnosti na delovnem mestu. Če vas zanima, kako metodo izvesti in s tem povečati zadovoljstvo svojih zaposlenih ali sebe, berite dalje…

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Avtorica: Ana Hribernik

Kaj je metoda samoprilagajanja delovnega mesta?

Metoda samoprilagajanja delovnega mesta se nanaša na individualiziran, proaktiven proces, pri katerem zaposleni sami spreminjajo zasnovo svojega delovnega mesta. Zaposleni lahko prilagajajo delovne naloge, odnose in svoje kognitivno dojemanje dela. S tovrstnimi spremembami lahko presežejo omejitve delovnega mesta, ki je oblikovan enako za vse, ter zaradi tega občutijo večje zadovoljstvo, svoje delo osmislijo in so tako bolj motivirani za nadaljnje opravljanje dela.

4 pozitivni učinki uporabe metode:

1. Bolj zavzeti zaposleni: spreminjanje delovnega mesta da zaposlenim občutek nadzora nad svojim delom, zaradi česar so na delovnem mestu bolj zavzeti.
2. Spodbujanje mojstrstva: vključevanje novih nalog ali nalog z večjimi zahtevami predstavlja izziv za zaposlene in s tem spodbuja razvoj njihovih mojstrskih sposobnosti.
3. Povečanje zadovoljstva zaposlenih: prilagajanje delovnega mesta zadovolji potrebo po avtonomiji zaposlenih in jim ponudi več možnosti za doživljanje samoizpolnitve.
4. Boljša organizacijska uspešnost: prilagajanje je samo po sebi inovativno in ustvarjalno, na organizacijski ravni pa spodbuja prožnost in prilagodljivost.

Kdaj metodo uporabimo?

Metodo samoprilagajanja delovnega mesta uporabimo takrat, ko zaposleni čutijo potrebo po spremembah na svojem delovnem mestu. Pristop je še posebej koristen v situacijah, kjer se pojavi neujemanje med posameznikom in značilnostmi njegovega dela ter delovnega mesta.

Kako metodo izvedemo?

Metoda samoprilagajanja dela je sestavljena iz štirih korakov:

1. Oblikovanje predhodnega diagrama:
   • V tem koraku prikažemo in ocenimo trenutno porabo svojih virov (časa, energije, pozornosti) pri delu z različno velikimi pravokotniki (bloki) v diagramu.
   • Delovne naloge razdelimo v tri kategorije, ponazorjene z različno velikimi pravokotniki: naloge, ki vzamejo največ časa, energije in pozornosti, naloge, ki vzamejo najmanj časa, energije in pozornosti, ter naloge, ki so nekje vmes.
2. Oblikovanje prilagojenega diagrama:
   • Oblikujemo prikaz idealne, vendar realistične verzije dela.
   • Ponovno s pravokotniki prikažemo, kako želimo porabiti svoj čas, energijo in pozornost. V prikaz vključimo svoje motive, močna področja in strasti pri delu.
3. Izris okvira:
   • Delovne naloge razdelimo v skupine z enakim namenom.
   • To omogoča vpogled v naše delovne vloge in prilagoditve za osmišljenje delovnega mesta.
4. Oblikovanje akcijskega načrta:
   • V zadnjem koraku opredelimo specifične cilje in strategije za kratkoročno ter dolgoročno obdobje.
   • Naš cilj je uresničiti idealno različico dela, kot je prikazana v prilagojenem diagramu.

Kakšno vlogo ima pri tem psiholog v organizaciji?

Kadroviki lahko na različne načine pomagajo in usmerjajo zaposlene pri samoprilagajanju dela, saj lahko pomembno pripomorejo k temu, da se proces prilagajanja izvede na premišljen način. Med drugim lahko:

• organizirajo možnosti mentorstva ali inštruiranja za zaposlene, ki vplivajo na to, kako zaposleni zaznavajo svoje naloge in omogočijo boljše odnose med zaposlenimi,
• usposabljajo zaposlene z izvajanjem programov, skozi katere se lahko zaposleni spoznajo z metodo in z vedenji, skladnimi s cilji organizacije,
• poiščejo in z zaposlenimi delijo zgledne primere samoprilagajanja delovnega mesta,
• izvedejo delavnice ali
• izvajajo srečanja ena-na-ena, kjer zaposlene spodbujajo k aktivnemu razmisleku o tem, kako lahko izboljšajo svoje delo in izvedejo metodo samoprilagajanja delovnega mesta.

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Celotno predstavitev metode, v katerem je odlično predstavljen primer uporabe, si lahko preberete v spodnjem seminarskem prispevku:

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