Projectsformba. blogspot.com di rently focused or higher positions, merely adding more of the same responsibilities related to an employee's current position is not considered job enrichment. Pettman(1979), examines that “quality of working life” (QWL) has grown steadily over a period in which the industrialised nations have increasingly come to question the role and status of human beings in the modern technological environment, In recent y ears concern with the nature of work, its impact upon people, and their attitudes towards it, seem to have sharpened. Investigation of, and experimentation with, the qu: tative aspects of working life—its ability to confer self-fulfilment directly, for example, as opposed to being a means of aequiring goads— has gained momentum under the influence of a unique set of economic, social, political and technological fictors. 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 sm on the is £659 per employee per year and in addition to this the indirect cost of absente organization is significant, affe ing produ ity 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 behaviour, values and motivation, Discusses work redesign and goal setting as methods of motivating staff to achieve desired standards of work behaviour. Finally, considers the importance of psychological measurement to test customer attitudes. Concludes that there are other areas of onganisational psychology which have implications for implementing a programme of total quality, and that the human side of TQM is at least as important as the technical side. Projectsformba. blogspot.comProjectsformba. blogspot.com One of the key factors in good jobs design is job enrichment. This is the practice of enhancing individual jabs to make the responsibilities more rewarding and inspiring for the people who do them, With job enrichment, you expand the task set that someone performs. You provide more stimulating and interesting work that adds variety and challenge to an employee's daily routine. This increases the depth of the job and allows people to have more control over their work. The central focus of job enrichment is giving people more control over their work (lack of control is a key cause of stress, and therefore of unhappiness.) Where possible, allow them to take on tasks that are typically done by supervisors. This means that they have more influence aver planning, executing, and evaluating the jobs they do. In enriched jobs, people complete activities with increased freedom, independence, and responsibility. They also receive plenty of feedback, so that they can assess and correct their own performance. Here are some strategies you can use to enrich jobs in your workplace: © Rotate Jobs — Give people the opportunity to use a variety of skills, and perform different kinds of work. The most common way to do this is through job rotation. Move your workers through a variety of jobs that allow them to see different parts of the organization learn different skills and acquire different experiences, This can be very motivating, especially for people in jobs that are very repetitive or that focus on only one or two skills ‘+ Combine Tasks ~ Combine work activ 's to provide a more challenging and complex work assignment. This can significantly increase “task identity” because people see a job through from start to finish, This allows workers to use a wide variety of skills, which can make the work seem more meaningful and important. For example, you can convert an assembly line process, in which each person does one task, into a process in which one person assembles a whole unit. You can apply this model wherever you have people or groups that typically perform only one part of an overall process. Consider expanding their roles to give them responsibility for the entire process, or for a bigger part of that process. = Iden} Project-Focused Work Units — Break your typical functional lines and form project-facused units. For example, rather than having all of your masketing people in one department, with supervisors directing who works on which project, you could split the department into specialized project units — specific storyboard creators, copywriters, and Projectsformba. blogspot.comProjectsformba. blogspot.com designers could all work together for one client or one campaign. Allowing employees to build client relationships is an excellent way to increase autonomy, task identity, and feedback ‘+ Create Autonomous Work 1 sams ~ This is job enrichment at the group level. Set a goal for 4 team, and make team members five to determine work assignments, schedules, rest breaks, evaluation parameters, and the like. You may even give them influence over choosing their ‘own team members. With this method, you'll significantly cut back on supervisory positions, and people will gain leadership and management skills. «Implement Participative Management — Allow team members to participate in decision making and get involved in strategic planning. This is an excellent way to communicate to members of your team that their input is important. It can work in any organization — from a very small company, with an owner/boss who's used to dictating everything, to a large company with a huge hierarchy. When people realize that what they say is valued and makes a difference, they'll likely be motivated. + Redistribute Power and Authority — Redistribute control and grant more authority to workers for making job-related decisions. As supervisors delegate more authority and responsibility, team members’ autonomy, accountability, and task identity will increase + Increase Employee-Directed Feedback ~ Make sure that people know how well, or poorly, they’re performing their jobs. The more control you can give them for evaluating and monitoring their own performance, the more enriched their jobs will be. Rather than have your quality control department go around and point out mistakes, consider giving each team responsibility for their own quality control. Workers will receive immediate feedback, and they'll leam to solve problems, take initiative, and make decisions, Job enrichment provides many opportunities for people’s development. You'll give them lots of ikely -d to the concept opportunity for their task to participate in how their work gets done, and they'll most enjoy an increased sense of personal responsibility. Job enrichment is conn of job enlargement Projectsformba. blogspot.comProjectsformba. blogspot.com Job enrichment is the process of "improving work processes and environments so they are more satisfying for employees". Many jobs are monotonous and unrewarding - particularly in the primary and secondary | dissatis production industries, Workers can fi d in their position duc to a lack ofa challenge, repetitive procedures, or an over-controlled authority structure. Job enrichment tries to eliminate these problems, and bring better performance to the workplace, There are three key parts to the process of job enrichment 1. Turn employees" effort into performance: + Ensuring that objectives are well-defined and understood by everyone, The overall corporate mission statement should be communicated. to all. Individual's goals should also be clear. Each employee should know exactly how she fits into the overall process and be aware of how important her contributions are to the organization and its customers, + Providing adequate resources for each employee to perform well, This includes support functions like information technology, communication technology, and personnel training and development. “oO eating 4 supportive corporate culture. This includes peer support networks, supportive management, and removing elements that foster mistrust and politicking. + Free flow of information. Eliminate secrecy. * Provide enough freedom to facilitate job excellence. Encourage and reward employee initiative. Flextime or compressed hours could be offered. * Provide adequate recognition, appreciation, and other motivators. + Provide skill improvement opportunities, This could include paid education at universities or on the job training, + Provide job variety. This can be done by job sharing or job rotation programmes. + It may be necessary to re-engineer the job process. This could involve redesigning the physical facility, redesign processes, change technologies, simplification of procedures, nination of repetitiveness, redesigning authority structures. Projectsformba. blogspot.comProjectsformba. blogspot.com 2. Link employee’s performance directly to reward: * Clear definition of the reward is a must + Explanation of the link between performance and reward is important + Make sure the employee gets the right reward if performs well + Ufreward is not given, ex planation is needed jake sure the employee wants the reward. How to find out? + Ask them + Use surveys( checklist, listing, questionnaire) Job enrichment is a type of job redesign intended to reverse the effects of tasks that are repet © requiring little autonomy. Some of these effects are boredom, lack of flexibility, and employee dissatisfaction (Leach & Wall, 2004). The underlying principl 's to expand the scope of the job with a greater variety of tasks, vertical in nature, that require self-sufliciency. Since the goal is to ive the individual exposure to tasks normally reserved for differently focused or higher positions, merely adding more of the same responsibilities related to an employee's current position are not considered job enrichment, ‘The basis for job enrichment practices is the work done by Frederick Herzberg in the 1950's and 60's, which was further refined in 1975 by Hackman and Oldham using what they called the Job Characteristics Model. This model assumes that ve core job characteristics are present, three psychological states critical to motivation are produced, resulting in positive outcomes (Kotla, 2001), Figure 1 illustrates this model. Projectsformba. blogspot.comProjectsformba. blogspot.com Figure 1 J Job Outcomes Note. From Drez, J. (1999). Chapfer seven motivation through needs, job design, cand satisfaction, slide 20. Retrieved February 14, 2004, from hatips//wwr.siu.edu/departments/cola/psychipeyc323/chat07/indexttm. Job enrichment can only be truly successful if planning includes support for all phases of the initiative. Ohio State University Extension began a job enrichment program in 1992 and surveyed the participants five years later. The results, broken down into 3 sub-buckets of data beyond the main grouping of advantages/disadvantages as shown in Table 1, indicate the University had not fully considered the planning and administrative aspects of the program (Fourman and Jones, 1997). While the benefits are seemingly obvious, programs fail not because of'a lack of benefits, but rather due to implementation problems. These problems can include a perception of too great a cost, lack of long-term commitment of resources, and potential job classification chan ges (Cunningham and Eberle, 1990), Projectsformba. blogspot.comProjectsformba. blogspot.com Figure 2. Ohio State University Extension Job Enrichment Suvey Results reduction in boredom, making new contacts, thinking [about new career options, change in viewpoint Renewal trying new skills, developing new relationships, testing Imanagement & administrative skills re-education, in-depth exploration, using special skills, Exploration: ‘Specialization time allocation, tough decisions about work load, Balance: {taking time away from regular assignments, balancing [work load lack of information needed to be successful, lack of clear plans and goals, guidance in using tim. lack of structured introduction to special assignment, not being taught new responsibilities, dificuty in learning new networks, lack of struction, sink or [swim approach ‘Note. The data represented are from "Job Enrichment in Extension, by Lous S Fourman and Jo Jones, 1997, Journal of Extension, 26, Retrieved February 14, 2004, from hitp:/Awmw joe.orgfioe/1997 octobes/w1 hte! larity, DISADVANTAGES ‘Orientation: In order for a job enrichment program to produce positive results, worker needs and organizational needs must be analyzed and acted upon. According to Cunningham and Eberle (1990), before an enrichment program is begun, the following questions should be asked: 1. Do employees need jobs that involve responsibility, variety, feedback, challenge, accountability, significance, and opportunities to learn?” 2. What techniques can be implemented without changing the job classification plan’? 3. What techniques would require changes in the job classification plan? (p.3) When asked about the successes of a Training Generalist job enrichment program begun in 2002, Karen Keenan, Learning Manager with Bank of America, stated the accomplishments were, "greater than expected". The Training Generalist program has resulted in three successful participants to date. According to Ms, Keenan, positive results can be direetly tied to a program that addressed the stmtegie goal of greater resource flexibility without adding to staff, as well as to proper planning, guidance, and feedback for the participants, Having a voluntary program contributed as well, attracting a high caliber of individuals eager to expand their skills and be positioned for advancement. To date, all three Training Generalists have experienced promotions Projectsformba. blogspot.comProjectsformba. blogspot.com and additional recognition while affording Ms. Keenan's team financial results and workload flexi ity it could not have otherwise achieved. A job enrichment program can be a very effective intervention in some situations where a Perfomance Techt in faved with a request for motivational training. Ralph Brown (2004) summed itp very nicely Job enrichment doesn't work for everyone. Some people are very resistant to more responsibility or to opportunities for personal growth, but...researchers report that some people they expected to resi seized the opportunity. Enriching jobs is a particularly effective way to develop employees provided the jobs are truly enriched, not just more work for them to do. EVOLUTION OF MOTIVATION THEORIES Mainstream theories about employee motivation have varied greatly over the past century. Early conceptions, sometimes termed "traditional" management theory, assumed that work was an intrinsically undesirable pursuit and that workers naturally sought to-do as little as possible. This translated into a sort of carrat-and-stick managerial policy whereby companies tried to maximize motivation by providing adequate compensation as an incentive but also by guarding against any sign of wayward behavior through authoritarian control regimes. A backlash in the 1940s and 1950s against such policies, which did not always prove particularly suecessfill, emphasized building a conducive social environment in which workers felt valued and respected. This model still maintained management's authority over all critical matters, but attempted to make the workplace more palatable by humanizing it Current notions of employee motivation started to take root in the 1960s. Elaborating on the importance of human factors, contemporary theories envision workers as large and often untapped reserves of skills, ideas, and other potential benefits to an organization, The motivation process, aecording to this view, involves tailoring the work environment and incentive structure to harness as much of this potential as possible. This approach emphasizes granting employees greater flexibility, power, responsibility, and autonomy so that, to some extent, they may shape their own work environments as they ing accountable for both fivorable and unfavorable outcomes of their actions, Projectsformba. blogspot.comProjectsformba. blogspot.com 1.2 Review of Literature 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 help employees 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 superior’s expectations (Keller and Dansereau, In practice, the definition of delegation appears to be of critical importance.It can be discemed 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 employee's 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. The research was done with the help of statistics from 100,000 employees in 60 compat using data from doctor-issued sick cer cates. "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. Work content has been shown to have a significant impact on behaviour, morale, and productivity in the workplace. The purpose of job design research is to st ck 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 relevance for personnel Projectsformba. blogspot.comProjectsformba. blogspot.com specialists since job content considerations should affect reeruitment, 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 seck to make their work system function effectively in production rather than human terms, Mogelof et-al (2005), discusses context-driven job satisfaction tradeof’s associated with careers in élite versus non-é 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. Orpen(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’ ratings or 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 attitudes ‘can cause substantial improvements in employ 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 tohaye certain characteristics. nse th Peter et.al (2004), said Job enrichment is a type of job redesign intended to re sof 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 Projectsformba. blogspot.comProjectsformba. blogspot.com Chapter 3 3.1 OBJECTIVES OF THE 'UDY © To understand the JOB ENRICHMENT IMPACT ON EMPLOY! E MOTIVATION in detail by interacting with the management, supervision and workers and to see how far the various measures are implemented and bring out the drawbacks if any and recommended measures for the betterment of the system. * To critically evaluate the JOB ENRICHMENT impact on employee motivation as welll as on absenteeism and turnover. * To study the most extensive changes those are critical for high motivation and performance, 3.2 Research Methodology Job Enrichment refers vertical expansion of jobs. It increases the degree to which the worker controls the planning, execution, and evaluation of work. An enriched job organizes the tasks so as to allow the worker to do a complete activity, increases the employee's freedom and independence, increases job responsibility and provides feedback. Employee's job enrichment could be done in number of ways as follows. * By job rotation, allows workers to do different varieties of tasks, * By combining tasks, work activities are combined to give more challenging work assignments, * By implementing participative management, this allows employ to participate in decision making and strategic planning. * By providing autonomy for work , this allows employees to work independently * By providing feedback for their work, this allows employees to- understand how poor or well they are doing. Projectsformba. blogspot.com