Job Enrichmnt SYNOPSIS

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ANALYATICAL STUDY ON JOB ENRICHMENT

IMPACT ON EMPLOYEE MOTIVATION

Synopsis Submitted to the

Padmashree Dr. D.Y. Patil University

In partial fulfillment of the requirements for the award of the

Degree of

MASTERS IN BUSINESS ADMINISTRATION

(SESSION: 2010-2012)

Submitted by:PRIYANKA GHARAT

(Roll No.107)

Research Guide:

Prof. SHILPA VARMA

Department of Business ManagementPadmashree Dr. D.Y. Patil University

CBD Belapur, Navi Mumbai

March 2011

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INTRODUCTION

Job enrichment is an attempt to motivate employees by giving them the

opportunity to use the range of their abilities. It is an idea that was developed by

the AmericanpsychologistFrederick Hertzberg in the 1950s. It can be contrasted

tojob enlargement which simply increases the number of tasks without changingthe challenge. As such job enrichment has been described as 'vertical loading' of a

job, while job enlargement is 'horizontal loading'.Job Enrichment is the addition to

a job of tasks that increase the amount of employee control or responsibility. The

concept of Job Enrichment is a very broad theory within the field of organizational

behavior that is applicable within all sectors of organization. Used synonymously

with job enlargement, the term job enrichment refers to different methods that

are aimed at increasing employees job motivation, satisfaction, self-worth, In an

attempt to ultimately increase the overall employee productivity within the

Organization. Research studies conducted on Job Enrichment and its influence onEmployee productivity date back to the 1950s and 1960s and throughout those

years a wide variety of methods have emerged. Most commonly job enrichment is

attributed to the process of job redesign in order to reverse the negative effects

monotony of employee tasks, which will include boredom, lack of autonomy and

dissatisfaction. Other variances of job enrichment include providing worker

incentives by involving the employee in the decision making process, the

implementation of quality work groups and team building, and job independence as

an incentive to increase productivity.

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http://en.wikipedia.org/wiki/Motivationhttp://en.wikipedia.org/wiki/Psychologisthttp://en.wikipedia.org/wiki/Frederick_Hertzberghttp://en.wikipedia.org/wiki/Job_enlargementhttp://en.wikipedia.org/wiki/Motivationhttp://en.wikipedia.org/wiki/Psychologisthttp://en.wikipedia.org/wiki/Frederick_Hertzberghttp://en.wikipedia.org/wiki/Job_enlargement


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PROBLEM DEFINITION

This is an attempt to present a progressive detailed on Analytical study on job

enrichment impact on employee motivation

As job enrichment is based on the two factor theory given by Herzberg, the

same criticism of the two factor theory applies to it also. Some problems arise

when job enrichment is actually applied in practice. Moreover, it does not

offer the results as anticipated. The first basic problem is that majority of

workers do not want the type of changes which are introduced by job

enrichment. They do not really want challenging jobs, as the basic human

tendency is to shirk responsibility. Workers put wages and job security above

all. Job enrichment is basically limited to the unskilled and semiskilled jobs.

Jobs of highly skilled professionals already contain many challengingelements. As such there is no scope of applying job enrichment in their cases.

Technology may not permit the enrichment of all the jobs. With specialized

machinery, tasks and processes, it may not be possible to make the jobs very

meaningful.Job enrichment is a highly costly affair. In most of the cases, the

cost involved is more than the gains in productivity. Sometimes, the

employees may prefer to have job enrichment but may not have the necessary

capabilities and qualifications to meet the new challenges.

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Literature review

Honold(1997), suggests that an empowered organization is one where managers

supervise more people than in a traditional hierarchy and delegate more decisions

to their subordinates (Malone,1997). Managers act like coaches and helpemployees solve problems. Employees, he concludes , have increased

responsibility. Superiors empowering subordinates by delegating responsibilities to

them leads to subordinates who are more satisfied with their leaders and consider

them to be fair and in turn to perform up to the superiors expectations (Keller and

Dansereau, In practice, the definition of delegation appears to be of critical

importance. It can be discerned by the language used by the researcher. The words

subordinate and superior in the language suggests giving additional tasks to

employees. This is not perceived as empowering by employees (Menon 1995).

Providing for the development of self-worth by negotiating for latitude in decision

making and changing aspects of the employees job leads to increased levels of

perceived self-control and hence empowerment.

Johnson (2008), studied that absenteeism due to stress increased slightly in South

African companies in 2008 compared with the previous year. So far 3.4% of all

sick leaves taken until the end of June this year were due to stress, depression and

anxiety, according to Cams, a company which looks at corporate absenteeism. This

was line with indications that the country was experiencing an economic downturn.In 2007 this figure was 3.1% and 3.9% in 2006. There search was done with the

help of statistics from 100,000 employees in 60 companies, using data from doctor-

issued sick certificates. "Companies should therefore continue to ask themselves

what they could do to make their staff happy and productive."

Mills(1973), predicts that Industrial sociologists and psychologists have often paid

little more than scant attention to the actual work of the people they have been

studying. The literature is full of brief comments about the work situation which

lack both data and an analytical framework. This deficiency is surprising. Workcontent has been shown to have a significant impact on behavior, morale, and

productivity in the workplace. The purpose of job design research is to seek to

understand this relationship more clearly and then to use research-based insights to

create jobs which are more satisfying to perform, and more efficient in

performance. As such this body of knowledge should be a subject of particular

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relevance for personnel co specialists since job content considerations should affect

recruitment, training, placement and effort-reward policies. However, although job

content has very wide repercussions for the personnel area, job design is frequently

left by default to the technical and engineering specialists, who seek to make their

work system function effectively in production rather than human terms.

Mogel of et.al (2005), discusses context-driven job satisfaction tradeoffs

associated with career sin lite versus non-lite organizations and the role

organizations may play in facilitating or impeding workers participation in valued

activities. It emphasizes the importance of participation in valued activities as a key

driver of job satisfaction. The original purpose of this study was not to focus on job

satisfaction, but rather to conduct an exploratory investigation of how symphony

orchestra players cope with the frustrations and disappointments of orchestra life.

Symphony orchestra players report surprisingly low levels of job satisfaction given

the perception held by many that life and work in symphony orchestras is

glamorous and rewarding.

Or pen(2007), examined that (1) Employees in the enriched condition perceived

their jobs as more enriched than before; (2) enrichment caused significant increases

in employee job satisfaction, job involvement, and internal motivation; (3)

enrichment led to significant decreases in absenteeism and turnover; but (4)

enrichment had little impact on performance, whether assessed by superiors ratingsor by actual output. These findings, which are described in terms of the Hackman-

Oldham theory of job design, are regarded as suggestive evidence that enrichment

can cause substantial improvements in employee attitudes, but that these benefits

may not lead to greater productivity. It is argued that in order to explain the effect

of enrichment on performance, it is necessary to consider other factors besides the

psychological states produced by jobs which are seen to have certain

characteristics. Peter et.al (2004), said Job enrichment is a type of job redesign

intended to reverse the effects of tasks that are repetitive requiring little autonomy.

Some of these effects are boredom, lack of flexibility, and employee dissatisfaction

(Leach & Wall, 2004). The underlying principle is to expand the scope of the job

with a greater variety of tasks, vertical in nature, that require self-sufficiency. Since

the goal is to give the individual exposure to tasks normally reserved for differently

focused or higher positions, merely adding more of the same responsibilities

related to an employees current position is not considered job enrichment.

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Pettman(1979), examines that quality of working life (QWL) has grown steadily

over a period in which the industrial is ad nations have increasingly come to

question the role and status of human beings in the modern technological

environment. In recent years concern with the nature of work, its impact upon

people, and their attitudes towards it, seem to have sharpened. Investigation of, andexperimentation with, the qualitative aspects of working lifeits ability to confer

self-fulfillment directly, for example, as opposed to being a means of acquiring

goodshas gained momentum under the influence of a unique set of economic,

social, political and technological factors. The outpouring of books, reports and

articles from a wide variety of sources has, not surprisingly, grown apace.

Roberts(2006), study that absence is a major issue for many UK organizations, yet

less than half monitor the cost of absence to their business (CIPD, July 2007). On

average the cost of absence is 659 per employee per year and in addition to this

the indirect cost of absenteeism on the organization is significant, affecting

productivity levels and knowledge management and putting customer service,

morale and corporate reputations at risk. Managing absence is about starting with

the little things.

Ullah(1991), Considers that implementing total quality management is more a

matter of changing people than changing technologies. Shows how psychology can

be used to facilitate the process. Examines attitudes and behavior, values andmotivation. Discusses work redesign and goal setting as methods of motivating

staff to achieve desired standards of work behavior. Finally, considers the

importance of psychological measurement to test customer attitudes. Concludes

that there are other areas of organizational psychology which have implications for

implementing a programmed of total quality, and that the human side of TQM is at

least as important as the technical side.

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Objective of study

To understand the job enrichment impact on employee motivation in details

by interacting with the management, employee and workers.

Understand the how far measures are implemented and bring out the

drawbacks and recommendation for betterment of organization.

Its impact on absenteeism and turnover.

To study changes which are critical for high motivation and performance.

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RESEARCH METHODOLOGY

A survey on the Job enrichment of employees will be conducted across the

organization in Mumbai with the help of a Questionnaire.

RESEARCH DESIGN: Descriptive

RESEARCH INSTRUMENT: Structured Questionnaire

SOURCES OF INFORMATION: Methods for collecting primary and secondarysources:

PRIMARY SOURCES: It includes-

Questionnaire

Observation

SECONDARY SOURCES: It includes-

Books

Journals and Magazines

Relevant Websites

Literature review

SAMPLE SIZE: 60

STATISTICAL TOOL:

Simple Percentage

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Bar chart

RESEARCH AREA: Organization across Mumbai.

CHAPTERIZATION

Introduction

Literature review

Objectives of the study

Research Methodology

Data presentation, Analysis and Interpretation

Suggestions

Conclusion

Questionnaire

Bibliography

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