The Theory Of Job Enrichment And Job Design Essay

Mitchell (1982, p.82) describes motivation as “the degree to which an individual wants and chooses to engage in certain specified behaviours”. Hence, in general, behaviour is determined by certain motives, thus, Vroom and Deci (1992, p.33) considered motivation “as the causes of our behaviour”. Moreover, according to Mullins (2013, p.245) motivation is concerned with question “why do people do what they do?”, because motivation is an inner driving force which leads to particular action to achieve some aim and fulfil some need. In other words, Chartered Management Institute (cited in Mullins, 2013, p.246) observes that, “the aim of management is to give people what they really want most from work”.

According to an article in Harvard Business Review, job enrichment can deliver desired results provided that “(1) tasks have to be authentic—i.e., the more opportunity they give employees to contribute to business objectives, the more effective they are likely to be motivationally; (2) tasks have to be motivational—i.e., the more they draw upon the motivators, the more likely they are to produce an effective contribution to business objectives.” (Paul, Jr., Robertson, & Herzberg, 1969). The authors base their opinions on the results of 5 studies that looked at the effect of enrichment specifically on salespeople, laboratory technicians, design engineers, and factory supervisors. They do feel that the results are valid for other occupations, although I would like to see evidence that clerical workers would benefit in similar

By using job enrichment, I would be able to increase job satisfaction on multiple levels and help increase all levels of the core job dimensions. An enriched job organizes tasks to allow employees to finish a complete project, increasing the employee’s freedom and independence to make decisions, which in turn increases their responsibility, and provides direct feedback so employees can correct their own performance. Enriching a job touches all aspects of the core job dimensions and can lead to increased job satisfaction, reduced turnover, and

The outcome of common motivational actions for “Job enrichment-addition of new tasks at higher levels of skill, responsibility, and accountability” (Elizabeth Layman, 2011) was meant to counteract monotony of the job, however employees reported work overload and increased

There have been sufficient changes regarding job design over the past decades, including the rising popularity of new practices such as employee involvement (Maxwell, Richard & Sandra 2008). With new induction of theories, an analysis to illustrate the similarities and differences was made between the content and process theories; chosen theories being the two-factor theory and equity theory respectively. Implications of integrating various theories like the Job Characteristics Model (JCM) by Herzberg and Oldham (1980) and the four major approaches to job design will be discussed, focusing on how they influence motivation in practice.

The outcome of job enrichment in the context of HIS is that the 29 new requirements that needed to be managed, is that with the redesign and in this case, job enrichment, the staff had felt that enrichment meant a greater workload which was the primary reason behind staff stress.

Extrinsic motivation e.g. Money is the critical incentive to motivation in today's work environment However , motivation differs from individual to individual and with their respective beliefs and values, circumstances and culture. It is important for mangers to identify which motivation factor works with which employee and apply it respectively In any environment, both Intrinsic and Extrinsic motivations are needed for work satisfaction and work performance

Goal setting is about linking tasks to performance and it is used to establish and present counsel to employees on how much efforts are demanded and what work need to be done. In the HIS case work reflects the goals of the department. At the lowest point, which is the employee level, a job is set as task, duties, assignments and duties for a stratum of employees. The overall work would be constituted by the total aggregation of all department jobs. The role of the leaders will be to examine departments alignment in order to achieve organizational goals. Four different levels being engineering, restructuring, work redesign and job redesign are used to align organizational goals. Health information

The second question we were asked this week is: “how are the principles of job enrichment applied in this case?” Again, let’s define what job enrichment is; it is: “a job redesign technique that allows workers more control over how they perform their own tasks, giving them more responsibility.” The way this is applied in this case is that by giving each worker a more autonomy over how they approach their task there will be less sloppiness as well as monotony on the job…Theoretically speaking at any rate; because just as there is the potential for those positives, there is also the possibility or the reverse happening…As well as other

We review the case study completed by Elizabeth Layman (2011) and review how principles of goal setting are applied, how the principles of job enrichment are applied, and what were some of the outcomes of job enrichment in the HIS Departments covered in this case? Additionally we explore the impact of job enrichment on motivation and communication in the HIS Departments as covered by this case?

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.

This is a current and topical issue as motivation matters a great deal; Forsyth (2000 p. 2) states that motivation “increases efficiency, effectiveness and productivity” and allows organisations to meet their aims and objectives. Hageman (1992) suggests that motivation is the internal incentive that which brings out pleasure from work; happiness and efficiency are closely connected. This then makes employees desire to do what is required of them.

The relationship between job satisfaction, motivation, and efficiency or productivity is very important in the business industry as well as in personal life. Long term research has found that the single greatest predictor of longevity is work satisfaction. Work is one third to one half of a persons' lifetime, and if frustrated the mental and physical effects are very costly. Job characteristics including skill variety, task identity, and task significance lead to psychological conditions in which in turn leads to increased motivation, performance and job satisfaction. It is important to investigate this area in order to determine how much of an effect does

One of the first authors that dealt with the sources of motivation was Frederick Taylor who focussed on the overall productivity of an organisation. He linked this productivity to the effort an employee puts into their work which in turn is dependent on monetary rewards (Taylor, 1911). This theory was established in the context of the industrial age and thus is outdated for today’s analysis but it still provides a basic assumption which is often referred to by other authors. The total neglecting of a worker’s intrinsic motivators is a starting point for discussion for authors that conducted research in that area after Taylor.