Job Enrichment and Growth Satisfaction

Employees are motivated by both intrinsic and extrinsic rewards. In order for the reward system to be effective, it must encompass both sources of motivation. Studies have found that among employees surveyed, money was not the most important motivator, and in some instances managers have found money to have a de-motivating or negative effect on employees.  This research paper addresses the definition of rewards in the work environment context, the importance of rewarding employees for their job performance, motivators to employee performance such as extrinsic and intrinsic rewards, Herzberg’s two-factor theory in relation to rewarding employees, Hackman and Oldman model of job enrichment that

Job satisfaction can be defined as psychological state of how an individual feels towards work, in other words, it is people‟s feelings and attitudes about variety of intrinsic and extrinsic elements towards jobs and the organizations they perform their jobs in. The elements of job satisfaction are related to pay, promotion, benefits, work nature, supervision, and relationship with colleagues. Employees‟ satisfaction is considered as all-around module of an organization‟s human resource strategies. According to Simatwa (2011) Job satisfaction means a function which is positively related to the degree to which one‟s personal needs are fulfilled in the job situation. Kuria (2011) argues that employees are the most satisfied and highly productive when their job offers them security from economic strain, recognition of their effort clean policy of grievances, opportunity to contribute ideas and suggestions, participation in decision making and managing the

An outgrowth of job enrichment is the job characteristics model, which consists of (a) five core job characteristics that affect (b) three critical psychological states of an employee that in turn affect (c) work outcomes—the employee 's motivation, performance, and satisfaction. The five core job

Herzberg’s Motivation-Hygiene Theory- a theory that explores factors associated with satisfaction or dissatisfaction in the workplace (Bell et al., 2014).

In sector it changes the nature of work but also it affects the regulations, economy and accreditation to assure organization readiness and the daily workloads of their employees. Organizational changes, the goal of the organization can change in any moment and as the changes occurs the managers or directors could assign tasks to employees this could results significant damage. Employees are showing declines in motivation and demonstrate changes in work habits, tardiness, stress, dissatisfaction and lacking professionalism. What was the impact of job enrichment on motivation and communication in HIS department?

Employee perceptions is their outlook on their current responsibility and their level of performance or motivation. A job enrichment principle is applied in this case with

There were many areas where job enrichment could be implemented. Factors like employee boredom, low moral low accountability, and delays in decision making were places where job enrichment could help change behaviour. However, it 's not without risk. Some of the risks that can come along with job enrichment are qualitative and quantative overload, role ambiguity and conflict and unhappiness about pay (Layman, 2011) All these factors need to be considered when enriching an employees work.

Herzberg’s (1993) ‘Motivation-Hygiene theory’ analyses job attitudes suggesting a two-step approach to understanding employee motivation and satisfaction;

An Organization’s productivity and efficiency depends to a large extent on what employees think or perceive about their organization. It is a well-known concept that “If you keep your employees happy, they will make your customers happy”. So to make them happy or motivated, challenging jobs, tasks, assignments are to be provided along with better or superior environment to excel in. As a result, we can have two benefits; on one hand it will enhance the employees’ job experience and on the other hand organization’s productivity will increase. Turnover and absenteeism will be low, employee commitment will be high. In short, job satisfaction and dissatisfaction play a major role behind overall employee motivation. Herzberg’s Motivator-Hygiene

Job enrichment also increases the level of job depth since the employees tend to have a higher degree of control over their work. Additionally, job enrichment improves the quality of employees’ satisfaction, motivation as well as the work output. During the job enrichment process, some of the changes which are aimed at include removing some controls while still maintaining the accountability, increasing the individual accountability, improving employee’s recognition, offering more job freedom as well as boosting the expertise of the employees. These changes lead to personal achievement and responsibility, recognition as well as growth and advancement.

Kapur (2016) wrote that job satisfaction depends on job attributes and work conditions and that five influencers are the job itself (occupation), the manager’s behavior (supervision), affiliation (colleagues), compensation (earnings), and career prospect (advancement). Moreover, career management and employee development programs increase organizational commitment and job satisfaction and help in retaining talent (Kaliannan, Abraham, & Ponnusamy, 2016).

Correlations were performed (refer to appendix 1 and 2) and it was found that income and education were significantly correlated as the countrywide data had a significance value of .003, r = .637, p < .005 and the statewide data had a remarkable significance value of .000, r = .770, p < .005. Despite these very strong correlations, no significant results were found for any of the other variables and more importantly that support the predicted relationship between job engagement, education and job satisfaction. However, no relationship was predicted between income and job satisfaction so this prediction is supported by the data.

The way jobs are designed has a significant bearing on how well a worker performs that job and how satisfied they are with what they are doing. Job design is an important decision that managers and supervisors must make when formulating the organizational design of their company or firm. One job design technique managers use is job enrichment. Job enrichment is defined as being “a job redesign technique that allows workers more control over how they perform their own tasks, giving them more responsibility” (Carpenter, M., Taylor, B., and Erdogan, B., 2009, p. 336). While job enrichment has its share of both advantages and disadvantages, it is one design technique that managers use when reorganizing the structure of the company. In

According to Herzberg, the factors leading to job satisfaction are distinctly different from those that lead to job-dissatisfaction. Therefore, the managers who seek to eliminate factors that create job-dissatisfaction can bring about peace at the workplace but cannot motivate the employees. These factors are termed as hygiene factors comprising administration, supervision, working conditions, salary and wages etc. While absence of hygiene factors will lead to dissatisfaction, mere presence of these factors will not satisfy (i.e. motivate) the employees. In order to motivate the employees, managers must resort to ‘motivators’ (those factors that motivate the employees towards better performance) such as recognition, challenging assignment, responsibility, opportunities for growth and self-fulfillment etc.

The three different jobs that are presented for consideration of job satisfaction are an accountant position where Maria works, a Quality Control Manager for an insurance company, and this is where Darell works, and finally we have a Retail Store Manager for an outdoor company where Mike works. All three of these jobs have characteristics that can contribute to increased levels of job satisfaction. All three of these jobs offer plenty of hours of work. This can lead to job stability and increase the affective commitment that a person might have toward a job (Milligan, 2014). Maria’s job as an accountant gives her job satisfaction because she has intellectual abilities that allow her to do mental thinking and reasoning. It could also be presumed that the Quality Control Manager and the Retail Store Manager have the same intellectual abilities. For the Quality Control Manager position the opportunity to travel all over the United States could produce job satisfaction. Finally the position of the retail manager that Mike possesses gives job satisfaction