Frederick Herzberg's Theory Of Job Enrichment

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2.2.3 Job Enrichment
Herzberg and his companions’ intention was to increase employees’ satisfaction at workplace in relation to work assigned to them and also to motivate employees regarding their assigned work. Job enrichment was presented by the American psychologist Frederick Herzberg in 1950s. The basic reason of this idea was to motivate employees by providing those opportunities of utilizing their abilities so that productivity and performance of the employees increase and positively impact the organizational environment and smoothing the way for achieving organizational goals. Job enrichment increases job depth, the degree to which employees can plan and control the work involved in their jobs (Eraut 2004; Kayes, Kayes et al. 2005).
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The rationale behind job enrichment is to motivate employees. The traditional practice of specialization or division of labour, dividing work into many components, and assigning each component to a separate worker results in employee boredom, and consequently loss of efficiency, and low productivity. The earliest approach to relieve such boredom was job rotation and job enlargement. Such concepts however did not have any backing from psychological studies. Frederick Herzberg, the noted psychologist, in his 1968 article, "One More Time: How Do You Motivate Employees?" advocated enhancing individual jobs and responsibilities to make them more inspiring and rewarding for the workforce. This became the basis of Job Enrichment, the earliest psychological backed approach to motivating employees at work. According to Herzberg, a few motivators are added to a job to make it more rewarding, challenging and

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