job enrichment

Examples of job enrichment in the following topics:

• Alternative Philosophies

  • Three alternatives to job specialization are job enlargement, job enrichment, and job rotation.
  • Three alternatives to job specialization are job enlargement, job enrichment, and job rotation.
  • As such, job enrichment has been described as vertical loading of a job, while job enlargement is horizontal loading.
  • An enriched job should ideally contain:
  • Evaluate job enlargement, job enrichment, and job rotation as solutions to the problems of specialization

• Herzberg's Two-Factor Theory

  • To motivate employees management must enrich the content of the actual work they ask them to do.
  • It was developed by Frederick Herzberg, a psychologist, who theorized that job satisfaction and job dissatisfaction act independently of each other.
  • Instead, dissatisfaction results from unfavorable assessments of such job-related factors as company policies, supervision, technical problems, salary, interpersonal relations on the job, and working conditions.
  • The subjects were asked to relate times when they felt exceptionally good or bad about their present job or any previous job, and to provide reasons, and a description of the sequence of events giving rise to that positive or negative feeling.
  • To motivate the employee, management must enrich the content of the actual work they ask them to do.

• Internal equity

  • A job description summarizes the information collected in the job analysis.
  • See http://en.wikipedia.org/wiki/Job_analysis for more information about job analysis.
  • Job evaluation is a process that takes the information gathered by the job analysis and places a value on the job.
  • Job evaluation is the process of systematically determining the relative worth of jobs based on a judgment of each job's value to the organization.
  • The result of the job analysis and job evaluation processes will be a pay structure or queue, in which jobs are ordered by their value to the organization.

• Elements to job design

  • Job design is critical to the success of any organization.
  • For our purposes job design is defined as the allocation of specific work tasks to individuals and groups (Schermerhorn, Job Design Alternatives, 2006).
  • In order to better understand job design it is helpful to define some key elements and their relationship with job design processes.
  • In job design it is necessary to identify and structure jobs in a way so that the company's resources are being efficiently used.
  • Reward systems also play a role in job design.

• Job Design

  • Designing jobs and job characteristics strategically to empower employee satisfaction and motivation is a central responsibility of management.
  • Job design is an important prerequisite to effective workplace motivation, as designing a job effectively can empower positive behaviors and create a strong infrastructure for employee success.
  • The natural solution is designing jobs with enough variety to stimulate ongoing interest, growth, and satisfaction.
  • Providing well-constructed feedback with tangible outcomes is a key component of job design.
  • Receiving a commission on every sale motivates both performance and job satisfaction.

• Current approaches to job design

  • Technology and the flattening of the global economy have contributed greatly to the changes we now see in jobs and job content across the world.
  • This job design practice is called socio-technical systems (STS) approach.
  • Another modern job design theory is the Job Characteristics Model (JCM), which maintains five important elements that motivate workers and performance: skill variety, task identity, task significance, autonomy, and job feedback.
  • By framing the job in these contexts the job design process is more likely to align potential employees with the purpose of the company.
  • As this quote shows, job design is the base element for producing effective work organizations, and without meaningful job design, an organization will never operate to its potential.

• Pay

  • Compensation specialists use two tools to help make these decisions: job analysis and job evaluation.
  • A job analysis is a systematic method to discover and describe the differences and similarities among jobs.
  • Since job titles may be misleading (for example, "systems analyst" does not reveal much about the job) the content of the job is more important to the analysis than the title.
  • A job evaluation is a process that takes the information gathered by the job analysis and places a value on the job.
  • The result of the job analysis and job evaluation processes will be a pay structure or queue in which jobs are ordered by their value to the organization.

• Cross-Training and Job Sharing

  • Cross training involves workers being trained in tangent job functions, while job sharing involves two people working together on the same job.
  • Mary and Susan job share.
  • Job sharing is an employment arrangement where typically two people are retained on a part time or reduced time basis to perform a job normally fulfilled by one person working full time.
  • Employees who job share frequently attribute their decision to quality of life issues.
  • Studies have shown that net productivity increases when two people share the same 40-hour job.

• Brief history of traditional approaches to job design

  • Frederick Taylor developed this theory in an effort to develop a "science" for every job within an organization (Taylorism).
  • In regards to this theory employers are encouraged to design jobs that enhance and motivate employees beyond simply meeting a daily or weekly quota.
  • Simple recognition is often enough to motivate employees and increase job satisfaction (Herzberg's Motivation-Hygiene Theory).
  • More effective jobs can be created when specific goals are established.
  • If a company wants to implement goal setting theory with regards to job design than a reasonable job criteria and description must be established.

• Scheduling Work

  • Job design is defined as the allocation of specific work tasks to individuals and groups (Schermerhorn, Job Design Alternatives, 2006).
  • In order to better understand job design it is helpful to define some key elements and their relationship with job design processes.
  • In job design, it is necessary to identify and structure jobs in a way that the company's resources are being efficiently used.
  • Reward systems also play a role in job design.
  • By framing the job in these contexts, the job design process is more likely to align potential employees with the purpose of the company.