Job Redesign And Workplace Rewards Assessment
Job Redesign and Workplace Rewards Assessment
In May, 2005 I was hired at Roofing Systems, Incorporated. Roofing Systems is a full-service commercial roofing contractor specializing in flat and low slope roof systems for commercial, industrial, institutional and retail buildings (Bloom Roofing, n.d). They have been in business since 1979. I was hired as the Assistant Service Manager to help the current Service Manager expand and run the Service Department.
When I began, the Service Department consisted of the Manager, four trucks with one foreman and one helper each. Just prior to getting hired as an Assistant Service Manager they had just expanded their department from three service trucks to four service trucks. Their revenue had topped at $600,000 per year and they did not seem to be able to increase it further with what they had in place. I was hired to help the department reach over $1 million in revenue.
In my capacity as an Assistant Service Manager, the first task I undertook was the development and implementation of the Service Maintenance Program. The Maintenance Program is something that I had been told they had been talking about for months, but no one had ever came up with a plan and implemented it. After they approved the Maintenance Program that I presented, I was put in charge of selling the program to the consumers.
Some of my other tasks that I was assigned was to do all the invoicing for the department, handle all customer service, from calls that come in, letters that went out, and customers that may walk in. I was also in charge of contract review when we did larger jobs that required a contract. I was in charge of reviewing the contract and making sure there were no clauses that could potentially cause legal or financial problems, to review for the requirements of insurance, bonds, sworn statements, schedules, warranties, reports or any other type of paperwork they may have put in the contract that they...
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