lity of motion and forward-motion is taken away from employees. It is against human nature to remain static, performing the same duties day in, day out, without expectations of change in routine or opportunities for advancement. Following a reading or lecture on the subject, managers sometimes implement "job enrichment" in a misguided manner, adding un-rewarded responsibilities on the shoulders of their supervisors and employees. This results in a feeling of exploitation and has the reverse of the intended effect. An effective training technique, which results in motivation, is cross training, when implemented horizontally, upward and downward. Department heads, assistants and employees can cross-train in different departments or within the department itself. With background support, employees can have a one-day training in the role of department head ("King for the Day"). When a General Manager is away, department heads can take roles replacing him, which is a form of cross training.This technique achieves the following objectives:Prevents stagnationOffers a learning and professional development opportunityImproves understanding of the different departments and the company as a wholeLeads to better coordination and teamworkErases differences, enmity and unhealthy competitionIncreases knowledge, know-how, skills and work performanceImproves overall motivationLeads to the sharing of organizational goals and objectives.Sending people to work in another department at a moment's notice is not what cross training is about. This has to be an effective planned process. Employees must "buy" into the idea, be encouraged to give feedback and make suggestions for improvement. They become "partners". Departmental communications meetings can be used to share lessons learned. When employees think "the grass is greener on the other side of the lawn" they soon realize their mistake after exposure to other departments. They return to their job wit...
