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Category: Job Enrichment

  • Job Characteristics Theory

    In the last byte, we looked at Job Enrichment and how to involve it into the design of an organization.  In today’s byte, we begin our discussion on Job Characteristics Theory. 

    The Job Characteristics theory was initiated in the mid 1960s and also falls into the theoretical approach to the work design but has significant departure from the three earlier approaches discussed already – Scientific Method, Job Enlargement, and Job Enrichment. 

    This theory emphasizes the interaction between the individual and specific attributes of the job; it is a person-job fit model and is not a universal theory. Through research there were four core characteristics of job:
    • Job Variety
    • Autonomy
    • Responsibility
    • Interpersonal Industries
    The study had found that the core job characteristics did not affect all workers in the same way.
     
    This initial model was further modified through the research by Prof Richard Hickman and his colleagues and created the model that we would discuss in this series.

  • Job Enrichment

    In the last byte, we looked at job enlargement and job rotation. In today’s byte, we look at job enrichment. 

    Job enlargement achieves a better job design through horizontal loading. Job Enrichment on the other hand, increases the amount of vertical loading (through increased job responsibility).
     
    Job Enrichment is a job design or redesign method aimed at increasing the motivational factors in a job. It builds on Herzberg’s two-factor theory of motivation. Job enlargement recommends increasing and varying the number of activities a person does, job enrichment recommends increasing the recognition, responsibility, and opportunity for achievement.
     
    Some people prefer simple jobs. Once jobs are selected for enrichment, management should brainstorm about possible changes; revise the list to include only specific changes related to motivational factors, and screen out generalities and suggestions that would simply increase activities or number of tasks.
     
    Two key problems when implementing Job Enrichment are —

    1. First, an initial drop in performance can be expected as workers accommodate to change
    2. Second, supervisors may experience some anxiety or hostility as a result of employees’ increased responsibility.