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Question: Discuss About The Participative Intervention Improve Employee? Answer: Introduction Organization behavior is the process of analyzing the ways staffs relate to one another and their social system in the organization and how they undertake their duties (Lima Canbarro 2015, p.16). The main aim of organizational behavior is to create a cordial relationship through achieving the personal objectives, social vision and the goals of the organization. The process of learning the organization behaviors requires an in-depth understanding of individual actions and skills and then as a group at large to come up with the best working team. The continuous growth of demand for the personal care products has intensified the rate of increase of the industries such as Kimberly Clark Corporation. Therefore, this article looks at the importance of selecting the right employee, job design, redesign and improvement of the redesigned job about Kimberly Clark Corporation. Importance of Selection Right Employee Employee selection a vital process in every organization entails the stages of recruiting and hiring staffs by the laid down qualifications for a specified job in that organization (Fabel Pascalau 2013). Each employee has different background and a skill making the task of bringing them together to work as a team is of high importance. The success of an organization, therefore, depends on the capability of the employees to work as a team with minimum or no supervision. The staff selections are controlled by the availability of the qualified applicants, the geographical location of the company, for example, is it located in town or remote areas. Companys Background Kimberly Clark Corporation is American multinational funded in Neenah in the year 1872 by three people namely; John A Kimberly, Havilah Babcock, Charles B. Clark and Franklyn C. Shattuck with a capital of $42000 (Shaik et al 2011, p.456). Initially, Kimberly Clark mainly produced paper mills products and continually expanded in its products by opening its branches in almost 35 countries such as Mexico, West Germany and the United Kingdom with its products currently sold in more than 175 countries . The Kimberly Clark now focuses on the production of personal care products such as Huggies that are disposable infants diapers, Cottonelle a bath product, Kleenex a facial tissue, Kotex a feminine hygiene product, Little Swimmers a disposable swim diaper, Scotts a paper napkin, towel and wipes . These products occupied a large share of global market increasing the sales from $ 519m in 2005 to more than $1bn in 2008 while operating income soared from $63m in 2005 to $200m in 2008 Employment Market Conditions The total population of the United States that are aged 16 and above is 243 million; with 156 million Americans in the labor force in June 2013 therefore 90 million are unemployed (Byun et al 2015, p.32). Kimberly Clark is a world leading corporation that has a total of 43 000 employees in different categories such as the administrative service communication, finance, and accounting, health services, human resource (Caliendo 2015, p.1025). Among the 43000, Kimberly employees, 34000 are Americans while 9,000 are from other countries. Job design, also known as task design is the fundamental function of human resource management in every organization. It entails specification of contents, methods and relationship in the workplace to satisfy all technological, social personal and organizational requirements (Daniel et al 2013,p. 211). Job design mainly integrates the task responsibilities and certain qualifications by outlining the activities that are supposed to be done. Job design has the following aspects, the work organization that involves the teaming up and division of labor. Job structuring that includes the assigning of the responsibilities and location that includes the creation of a timetable for specific activities and responsibilities. The job design helps in improving job satisfaction, enhance the quality of products and services and reducing employee problems such as grievances. For successful job design, the following logical steps should be followed. The first step of the job design process involves the specification of the principles that every management should consider (Daniel et at 2013, p.216). The principles entail the skills, abilities, needs, and motivation of job incumbent. The Kimberly Clark Corporation has employed the skilled employees from the management to the casual that can perform their duties well as specified. The Kimberly Clark has applied various components in recruiting staffs, for example women in rural areas that are less populated through partnering with the ladies associations in the United States to gain the gender-based policy and also Kimberly Clark asked the saleswomen to join the recruiting team to offer speech to the universities students hence they end up getting the correct employees. The second stage is the process of completing the questionnaire Ideal Job Characteristics of the Specified Staff. The feedback collected should conform to the agreed principles that are applied in the specified positions in the organization. The Kimberly Clark has achieved this by making a sound management structure that has changed wherever there is a need for restructuring (Daniel et al 2013, p.2017). The management applies what is known as the horizontal coordination of the departments that enables the cordial coordination of the activities of all the departments such as the research, the marketing, and the production department. The research personnel provide information to the marketing team of the new technical developments of the consumer products so as they can learn whether the new developments apply to customers. The marketing and sales department later provides customers feedback on any product in the market to the production team for appropriate action. The horizontal coo rdination through the cross-functional teams has increased quantity, quality, and varieties of new products produced by all the departments to participate in every decision mainly when launching a new product. The final step comprises the comparison of the alternative job and the work organization design which includes the following; work organization, working conditions, social conditions and the career opportunities. Job redesign is the process of restructuring all the elements of duty, task, and responsibilities of a specified job to make it more motivating to the employees and economical to the production (Eklund Erlandsson 2013). Job redesigning involves revising, analyzing, altering, reforming and reshuffling the entire job-related content and dimensions so as to place the right person in the right job and get the maximum output. Revising the job content includes the recollecting and revising all the information related to that specified position to determine whether the staff is consistent with the job. Analyzing the information related to job involves the determination of all the obstacles to the job performance, for example, investigating why a particular staff is unable to deliver the expected output through the use of the information collected. Altering is the process of amending the job elements by doing away with the obstacles that affected the production delivery, for example, the ma nager may decide to cut back the responsibilities of that particular staff to motivate the team to work harder and perform better hence increasing the productivity. The reformation stage involves the communication of the new tasks and responsibilities to be done after the alteration. The main aim of reform is to make sure that the staff assigned to a particular task can deliver the expected output. The final stage of job redesign is the reshuffling of the work and duties to employees through rotating, enriching, enlarging and engineering the job to motivate the employees adequately. The manager can achieve job redesign through the following ways; job enrichment, job enlargement, and job rotation (Holman Axtell 2016, p.286). Job enrichment enables an employee to acquire more duties to perform, more responsibility and more authority that are required to complete the provided job. The additional tasks must always match with the skills, knowledge, and abilities of that particular staff so as to facilitate an increase in motivation. For example, Jane a receptionist in Kimberly Clark, whose duties are receiving the customers calls, welcoming of guests and setting up appointments with the manager, may at times feel bored when there are no guests or might be bored. The receptionist might consider an option of looking for another job that might offer her challenges; therefore, the manager should motivate the receptionist not to quit by enriching her job with more tasks like coming up with an organization promotional campaign that will oversee the sales of the company. T hrough the job enrichment, the receptionist will not get bored due to the increased responsibility. Job enlargement is the task redesign strategy that aims at increasing only functions of a particular job and is limited since it does not provide additional responsibilities like job enrichment. It is a process that allows every staff to determine their limits to give quality output while addressing the mistakes ( Holman Axtell 2016,p.288). Job enlargement is very useful in the reduction of monotony that associates with doing a particular duty every day, thereby motivates the employee more. For example, John marketing and sales personnel in Kimberly Clark who is assigned a particular region to promote the company products may get used to the customers, and the activities that happen in that region hence gets bored. The manager, therefore, may add an extra region to John to cover up hence removing the everyday routine of following one route. Through, this John is capable of facing different challenges from customers thereby increasing the urge to do the job. Job rotation is the final stage of job redesign process that aims at assigning workers to an alternative position on a temporary basis. Job rotation is useful in some ways (Holman Axtell 2016, p.290). First, it enables employees to have a chance to learn new things and perform new tasks beyond their regular jobs. Secondly, it allows the employees to have a broader perspective on the operation of the organization. Thirdly, it improves the employees understanding of the responsibilities assigned to the core workers that eventually leads to higher respect to one another within the organization and finally, it offers an opportunity to an employee to gain additional skills that increase their value to the organization. For example, James, research personnel in Kimberly Clark Corporation may be assigned to undertake the marketing and sales position for a specified period. During that time, James is capable of facing all the challenges that a John always experiences, can learn the customer s needs and specifications. All the informations gained by James will assist him in undertaking the research work of the products to come up with the best new product. Alternative Work Arrangements Alternative work arrangements refer to the variations from the standard work schedule, and they include job sharing, flextime, and telecommuting (Sweet et al 2014, p. 120). Flextime refers to the fluctuating and ending times during the workday or workweek. It allows the adjustment of the arrival and departure time for the staff subject to the approval by the management; for example, the workers may opt to commence their work at 7.00 a.m or 8.00a.m and choose to leave at 4.00 a.m or 5.00 a.m but in approval of the management. The staff will, therefore, be required to avail themselves at work during the scheduled hours and must work for a standard of seven and a half hours a day. This arrangement offers the employees with freedom and ample time to perform their duties such as attending to family issues reducing the stress and work-life conflict hence increase the employee satisfaction. Job sharing is a situation whereby two or more qualified persons fill an approved specified full-time position and share equally the responsibilities of the job in different work schedule to a total of hours that does not exceed 40 hours a week (Freeman Coll 2009, p.65). The arrangement allows the organization to retain valuable staffs that have other personal responsibilities that hinder them from working full-time thereby allowing them to work during specified times known as shifts. Job sharing requires proper cooperation and coordination to ensure the smooth running of the organization's activities as stipulated. Proper communication is always critical between the two employees and the management. Therefore, the following guidelines should always be taken into account when administering job sharing ;Both employees to have the same job title, to be classified as part-time staff, to be eligible for the benefits that are available to part-time staff, to combine their effort to finis h the workload assigned, both employees together with manager should coordinate a pre-scheduled time off and cover up for each when need arises and the manager must ensure that the expense of the job shared does not exceed the payroll expense for the full-time Telecommuting or telework refers to an arrangement that allows employees to perform the assigned duties from their home or a location of interest rather than the designated place of work (Freeman Coll 2009, p.67). The telework offers the employees with an opportunity to cultivate the rewarding career and a relationship that is professional by balancing work-related stresses and family activities. The arrangements are advantageous to many employees such as the disabled, those that require particular need or the lactating mothers. Kimberly Clark offers the method to the saleswomen who are undergoing specified problems to enable them to work comfortably. Telecommuting decreases the overhead costs such as office expenses, boost employee's productivity and efficiency as a result of reduced wastage time. However, the arrangement makes it difficult to monitor how the employee performs the assigned duty thus may compromise the quality of the output. Therefore, the manager should always anal yze any telecommuting request in accordance with the following guidelines; the manager should satisfy that the employee position does not require face-face communication with the customer, the tasks can be efficiently undertaken in a different location, the employee knowledgeable of the task and can perform the duty under minimal supervision, the employee must meet the deadline specified and the worker agrees to attend all the pre-scheduled work meetings. Job redesign has the following advantages; it enhances the quality of the work-life of employees since it aims at motivating them thereby the organization acquires improved performance (Freeman Coll 2009, p.68). Job redesign brings the sense of belongingness to the employees since it allows employees to do what they are best at and feel satisfied. The strategy is always the best way to keep employees away from being taken away with the rival company. The job redesigning increases the organization and staffs performance since the altered positions place the employees at the particular places that they are best at and feel comfortable hence they perform their tasks with satisfaction. The job redesign also creates right person-job fit to harness the full potential of each of them. Improvements in Designing the Jobs Kimberly Clark applies a one-day promotion known as expert acceleration sessions that brings together the hand-picked outside thought leaders face to face with business teams to challenge their thinking and create game-changing strategies ( Sweet et al 2014 ,p.120). Through this, the management gets an opportunity to learn the new lifestyle of the consumers hence offering them a challenge on how to address the issues with their products. Conclusion Organizational behavior involves studying, analyzing on how employees act and perform their duties in organizations. 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