research report chapters21

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CHAPTER 1: INTRODUCTIONCHAPTER 1: INTRODUCTION

1.1 Forewords:

Job Design is one of the important areas in organizational development. Breaking down

tasks associated with each component in the system has led to the concept of job

design It is that jobs of the employees can be changed to increase their interest and

responsibilities. There are three ways to redesign a job. These are: Job Rotation, Job

Enlargement and Job Enrichment.

The researchers concern is on the 2nd and 3rd variable that is Job Enrichmentand Job

Enlargement, means employee go out from the routine situation and become moresatisfied by having large number of responsibilities and career progression in the same

job. So, this research concentrates to identify that if enriching and enlarging a job can

increase employee performance. That is an emerging area in organization. So, it is

about to identify the relationship between the job enrichment, job enlargement and

performance of the employees in Pakistani organizations.

1.2 Research Question:

Is there a significant relationship among JOB ENRICHMENT, JOB ENLARGEMENT

and EMPLOYEE PERFORMANCE?


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1.3 Objectives of the study:

The research work contains some important aims and objectives. Those are as follows1. To measure the level of job satisfaction among the different employees working

in an organization of Pakistan.

2. To measure that to what extent job of these employees is enriched and enlarged.

Means that is there any increase in their responsibilities vertically and

horizontally over a period of time or not.

3. To see the relationship between these 3 variables (Job Enrichment, Job

Enlargement and Employee Performance

4. Through this we check the efficiency and performance of the employees if their

job is enriched.

5. Then to measure the level of commitment of employee through job enlargement

6. To know that how serious employees take both job enrichment and job

enlargement.

7. To determine the relative importance of job enrichment and enlargement.

8. And to determine the overall effect of job enrichment and enlargement on

employees and their work behavior.


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1.4 Significance of the Study

Before doing any thing everyone looks for give an acceptable rational so that the reader

should get the right idea about the work. As far as this study is concerned we want to

see the trends set by the various Human Resource Departments in service industry.

Major domains of human well-being: physical health, psychological health, social health

etc. All these domains are directly proportional to the proper job design.

Job enrichment and job enlargement is the two sub categories used in the behavioral

relation of the job design. 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 American psychologistFrederick Herzberg in the 1950s. It can be

contrasted tojob enlargement which simply increases the number of tasks without

changing the challenge. 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:

A range of tasks and challenges of varying difficulties

A complete unit of work - a meaningful task

Feedback, encouragement and communication

Job enrichment doesn't work for everyone. Some people are very resistant to more

responsibility or to opportunities for personal growth, butresearchers report that some

people they expected to resist seized the opportunity. Enriching jobs is a particularly
http://en.wikipedia.org/wiki/Motivationhttp://en.wikipedia.org/wiki/Psychologisthttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Job_enlargementhttp://en.wikipedia.org/wiki/Psychologisthttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Job_enlargementhttp://en.wikipedia.org/wiki/Motivation


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effective way to develop employees provided the jobs are truly enriched, not just more

work for them to do.

And Job enlargementmeans increasing the scope of a job through extending the range

of its job duties and responsibilities. This contradicts the principles of specialization and

the division of labor whereby work is divided into small units, each of which is performed

repetitively by an individual worker. Some motivational theories suggest that the

boredom and alienation caused by the division of labor can actually cause efficiency to

fall. Thus, job enlargement seeks to motivate workers through reversing the process of

specialization. A typical approach might be to replace assembly lines with modular

work; instead of an employee repeating the same step on each product, they perform

several tasks on a single item. In order for employees to be provided with Job

Enlargement they will need to be retrained in new fields which can prove to be a lengthy

process. However results have shown that this process can see its effects diminish after

a period of time, as even the enlarged job role become the mundane, this in turn can

lead to similar levels of de-motivation and job dissatisfaction at the expense of

increased training levels and costs. The continual enlargement of a job over time is also

known as 'job creep,' which can lead to an unmanageable workload.

The importance of our study would be an in-depth analysis of how a Pakistani companyemploys these tools. We are also going to take into account those service oriented

organizations which are using these techniques and what kind of results they are

gaining.

This study will also help to gather enough information to relate both job enrichment and

job enlargement with the employee efficiency. Here rise a question that does job

enrichment and job enlargement increase employee efficiency and ultimately the overall

job satisfaction?

Following are the basic factors that force a person to achieve the best:

Family care

Sense of achievement

Rewards


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Money

Self worth

Acceptance

Determination

Physical needs

It is about to describe that what is the relationship between job enlargement, job

enrichment and employee performance, how they are correlated. So, in this context it is

Descriptive as well as exploratoryin nature.

CHAPTER 2: REVIEW OF LITERATURECHAPTER 2: REVIEW OF LITERATURE

Since 1960s all studies in this area suggested that there is a positive correlation

between job enrichment, job enlargement and performance of the employees. Vroom

(1964) that job satisfaction = valence of the job; differences in valence of jobs are due in

part to differences in properties of jobs. Complexity has a positive effect on job

satisfaction hence on employee performance.

Other contribution is of Herzberg (1971) in his Two-Factor Theory that describes two

sets of factors, satisfying and dissatisfying, that also refers that work responsibility,

challenging job affect an employee's self-esteem and opportunity for self-actualization

and ultimately their satisfaction and performance in the workplace.

The main purpose of job design (or re-design) is to increase both employee motivation

and productivity (Rush, 1971). Moreover, increased employee performance can be

achieved through increased job satisfaction.

A good management training scheme must be one that sets up a long-term career path

for its participants. If such schemes only equip trainees for a job and meet their basic

needs in the workplace, the chances are that they will fail. The Travis Perkins

management trainee scheme provides trainees with shared long-term objectives, Travis

Perkins is successful, and its trainees know they have the potential and the opportunity


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to share in that success. The management trainee program developed within Travis

Perkins is designed to train individuals for the first step on the management ladder.

Then, depending on the abilities and ambitions of each trainee, opportunities exist for

them to move forward to become senior managers and even directors of the business.

Organizational psychologists have been giving increased research attention to the

difficulty people have in successfully juggling family and work responsibilities, otherwise

referred to as workfamily conflict. Most of this work has addressed the strain of

balancing home and work demands, emphasizing how work interferes with family. More

recently, research has provided evidence of family interference with work (FIW), where

individuals feel that their family role interferes with their work role (Netemeyer, Boles,

& McMurrian, 1996). FIW is directly associated with reduced job performance

(Frone, Yardley, & Markel, 1997; Netemeyer et al., 1996).

Leaders are unlikely to form a good impression of followers whose work contributions

are lacking. Moreover, consistent with social exchange theory (Blau, 1964), these

leaders would be less likely to provide these followers with job- or career-enhancing

favors. Accordingly, FIW among followers is likely to hinder their social exchange with

their leaders, thereby adversely impacting the overall quality of this dyadic relationship.

The working relationship between a leader and a follower has been studied under theappellation of leadermember exchange (LMX). Our study is a first time examination of

the relationship between frequency of FIW and LMX quality.

Herzberg was the first to show that satisfaction and dissatisfaction at work nearly

always arose from different factors, and were not simply opposing reactions to the same

factors, as had always previously been (and still now by the unenlightened) believed.

In 1959 Herzberg wrote the following useful little phrase, which helps explain this

fundamental part of his theory, i.e., that the factors which motivate people at work are

different to and not simply the opposite of the factors which cause dissatisfaction.

Although Herzberg is most noted for his famous 'hygiene' and motivational factors

theory, he was essentially concerned with people's well-being at work. Underpinning his

theories and academic teachings, he was basically attempting to bring more humanity


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and caring into the workplace. He and others like him did not develop their theories to

be used as 'motivational tools' purely to improve organizational performance.

The ERG Theory of Clayton P. Alderfer is a model that appeared in 1969 in a Psychological

Review article entitled "An Empirical Test of a New Theory of Human Need". In a reaction to

Maslow's famous Hierarchy of Needs, Alderfer distinguishes three categories of human needs that

influence workers behavior; existence, relatedness and growth.

These ERG Theory categories are:

- Existence Needs: physiological and safety needs (such as hunger, thirst and sex)(Maslow's first

two levels)

- Relatedness Needs: social and external esteem (involvement with family, friends, co-workers and

employers) (Maslow's third and fourth levels)

- Growth Needs: internal esteem and self actualization (desires to be creative, productive and to

complete meaningful tasks)(Maslow's fourth and fifth levels)

Contrarily to Maslow's idea that access to the higher levels of his pyramid required satisfaction in

the lower level needs, according to Alderfer the three ERG areas are not stepped in any way.

ERG Theory recognizes that the order of importance of the three Categories may vary for each

individual. Managers must recognize that an employee has multiple needs to satisfy simultaneously.
http://var/www/apps/conversion/tmp/scratch_4/leaders_maslow_hierarchy.htmlhttp://var/www/apps/conversion/tmp/scratch_4/leaders_maslow_hierarchy.html


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According to the ERG theory, focusing exclusively on one need at a time will not effectively motivate.

In addition, the ERG theory acknowledges that if a higher level need remains unfulfilled, the person

may regress to lower level needs that appear easier to satisfy. This is known as the frustration-

regression principle. This frustration-regression principle impacts workplace motivation. Forexample, if growth opportunities are not provided to employees, they may regress to relatedness

needs, and socialize more with co-workers. If management can recognize these conditions early,

steps can be taken to satisfy the frustrated needs until the subordinate is able to pursue growth

again. The above figure clearly states that every one is guided by his or her needs

identified over here.


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CHAPTER 3: METHODOLOGYCHAPTER 3: METHODOLOGY

3.13.1 THEORETICAL FRAMEWORKTHEORETICAL FRAMEWORK

3.1.1 Variables:

Job Enrichment, Job Enlargement and Employee Performance.

Job Enrichment and Job Enlargementare independent variables while Employee

Performance is dependent variable.

3.1.2 Sub-Variables of Job Enrichment and Job Enlargement:

3.1.2.a Job Enrichment:

Skill varietyinvolves the number of different types of skills that are used to do a

job. This area is important because using only one skill to do the same task

repeatedly can be quite boring, typically causing the employee's productivity to

decrease after a period of time. However, using a variety of skills in a job will

tend to keep the employee more interested in the job and more motivated.

Task significance involves how important the task is to others in the company,

which is important in showing employees how the work they do fits in with that

done in the rest of the organization. If employees can see how their work affects

others, it will be a motivator to do the best job they can.

Autonomyinvolves the degree of freedom, independence, and decision-making

ability the employee has in completing assigned tasks. Most people like to be

given responsibility; it demonstrates trust and helps motivate employees to live

up to that trust. Responsibility can also help speed up work processes by

enabling the employee to make decisions without having to wait for management


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approval. Autonomy is a very important part of job enrichment because it gives

the employee power and a feeling of importance

Feedback describes how much and what type of information about job

performance is received by the employee. It is one of the most important areas

for motivation. Without feedback, employees have no way of knowing whether

they are doing things correctly or incorrectly.

Promotion is the advancement of rank or position in an organizational hierarchy

system. Promotion may be an employee's reward for good performance i.e.

positive appraisal. Before a company promotes an employee to a particular

position it ensures that the person is trained to handle the added responsibilities.

This is marked by job enrichment and various training activities. A promotion can

involve advancement in terms of designation, salary and emoluments nature of

job or what the job can be described as.

Opportunity a possibility due to a favorable combination of circumstances.

According to organizational point of view opportunity is when someone gets

favorable situation to do his or her job right.


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3.1.2. b Job Enlargement:

Involvement: To have a necessary feature or consequence like employee

involvement towards the task and job.

Motivation is a word used to refer to the reason or reasons for engaging in a

particular behavior, especially human behavior as studied in psychology and

neuropsychological. These reasons may include basic needs such as food or a

desired object, hobbies, goal, state of being, or ideal. The motivation for a

behavior may also be attributed to less-apparent reasons such as altruism or

morality. Motivation refers to the initiation, direction, intensity and persistence of

human behavior

Achievement is the act of accomplishing or finishing. Something accomplished

successfully, especially by means of exertion, skill, practice, or perseverance.

Commitmentis the state of being bound emotionally or intellectually to a course

of action or to another person or persons: a deep commitment to liberal policies;

a profound commitment to the family.

Task identity is a matter of realizing a visible outcome from performing a task.

Being able to see the end result of the work they do is an important motivator for

employees. One way to make task identity clearer is through job enlargement,

which means adding more tasks and responsibilities to an existing job.

Interesta sense of concern with and curiosity about someone or something or a

diversion that occupies one's time and thoughts (usually pleasantly). Interest is

thing which one does with pleasantly without any hassle.

Rotation a planned recurrent sequence (of crops or personnel etc.) in this

context rotation is doing some things which are entirely new from the current job

description.


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3.2 Relationship between Variables:

Job Enrichment

Autonomy

Promotion

Task Significance

Feedback

Skill Variety

+ +

+

+

+

Job Enlargement

Task Identity

Commitment

Involvement

Achievement

Motivation

+ +

+

+ +

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3.3 Research Design

This research is basically a Survey Research which is exploratory and qualitative in

nature.

3.3.1 Population:

200

3.3.2 Target Population

Our target population is the middle level or lower management of ICIL, Chohan,

Hakeem and Kamal Advocates and Legal Advisors and Traffco Tracking Company.According to the companies these are classified as

Executive-1 E-1 Senior Executive officers

Executive-2 E-2 Mid level Executive officers

Executive-3 E-3 Junior Executives

3.3.3 Sample Frame

Our sample frame would consist of employee ranked form E3 to E2 with total number of

200; out this sample frame a sample would be drawn.

3.3.4 Sample Size

In view of the large target population, we have selected a sample size that will

adequately represent the target population of employees. The study therefore is based

on a sample size of 50 employees.


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3.4 Co-relation:

We have used Probability sampling and Systematic Random Sampling is used to

determine the sample size.First Initial starting point was selected, and then every 2nd person from the sample

frame was being drawn as a respondent.

Every element in the target population has an equal chance of being included in the

sample. This approach will provided equal opportunity for target population to take part

in study. Thus a sample size of 50 employees was taken and the appropriate data was

collected.

3.5 Instrument of Data Collection

We preferred questionnaires as a tool to collect the data, because it provides all

required information objectively and using this measure we will be able to cover large

number of respondents in a short period of time. Moreover, the employees can fill these

conveniently and without any pressure.

The questionnaire consists of questions asked to seek respondents opinion on the area

of study.

3.6 Data Processing Techniques

We have used 5 point Likert Scale for Measuring.

The total number of questions is 17. Out of these 17 questions 8 questions were used to

measure job enrichment and the other 9 were used to measure job enlargement.

The scale has 5 options and score ranges 5 to 1.


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3.6.1 Likert Scale

Strongly Agree 5

Agree 4

Not Sure 3

Disagree 2Strongly Disagree 1

3.7 Score Index

There are 17 questions for measuring impact of job enrichment & job enlargement on

employee performance. The maximum points that could be attained are 5 and minimum

is 1 on each question.

3.8 Calculations

Number of Questions = 17

Maximum point = 5

Minimum point = 1

Maximum point that could be achieved = 17 * 5 = 85

Minimum point that could be achieved = 17 * 1 =17

Maximum - Minimum = 85-17 = 68

As we want 3 point scoring index =68/3=22.67

So the difference between each score index is 22.67 which is rounded to 23.

Scoring index for measuring employee performance


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Agree 63-85

Neutral 40-62

Disagree 17-39

Person scoring in the range of 17-40 would be classified as an employee with Low level

of performance.

Person scoring in the range of 40-63 would be classified as an employee who is neutral.

The last range of 63-85 would be classified as an employee with High level of

performance.

We calculate the final score on this scale. In this we put Agree and Disagree which are

two categories in Likert Scale as one which is Agree and same treatment given to

disagree so that we can easily and simply get our results which are understandable.

CHAPTER 4: DATA ANALYSIS AND FINDINGSCHAPTER 4: DATA ANALYSIS AND FINDINGS


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4.1 Analysis of Sub-variables of Job Enrichment

From Question 1 TO 8

SKILL VARIETY

Opportunity

Task Significance

Autonomy

Feedback

Promotion

4.2 Analysis of Sub-variables of Job Enlargement

From Question 9 to 17

Achievement

Involvement

Task Identity

Motivation

Willingness

Commitment

Rotation


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4.3 Explanation

Here in this section of the data analysis first we have organized the questions in order of

their variable and sub-variable categories. These are the overall responses of the

sample size according to the chronicle order of the questions. Actually this is the

response of all the persons who have filled the questionnaire and also shown in the

graphs.

In question number 1 we have asked the respondents that if there job is having skill

variety. The replies of its answer are that 19 out of 50 respondent strongly agree, 28

out of 50 said that they agree to this statement while 3 out of 50 rejoinder it as

disagree. This indicates that in most organization the employee like to have skill

variety associated with their work. As this is the sub variable of job enrichment

therefore if this sub variable gives positive results then there would be constructive

outcome with employee performance.

Now question two also with same types of results. 21 and 20 are the response for

strongly agree and agree respectively and 2 and 1 are the response for disagree

and strongly disagree respectively with 6 undecided. In this question we have asked

the respondents that if they have proper opportunity to learn more variety to increasetheir skills. Many companies give plenty of opportunities to their employees to

improve their performance and result of this question has proved it.

Similarly next questions from 3 to 8 which represent Job Enrichment all show the

positive responses. This shows that for the improvement in the employee

performance companies do enrich the job of their employees through Task

Significance, Autonomy, Feedback, and Promotion.

Now for the measure of Job Enlargement we designed questions from 9 to 17. In

question number 9, it is asked to the respondents that do they feel sense of

achievement related to their work. In response to this query 28 out of 50

respondents have said that they are strongly agree to the fact that their job provide

them with more sense of achievement. 12 of these respondents just simply agree to


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it that they feel the sense of achievement. 10 of the remaining respondents either

disagree or being neutral in their response to this question.

Similarly all the remaining questions confer the same positive result for the sub

variables of the job Enlargement that are Involvement, Task Identity, Motivation,

Willingness, Commitment, and Rotation. This clearly indicates that the companies do

make sure that their employee feel nice at the workplace and get both the intrinsic

and extrinsic values out of their jobs.


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4.4 Questionnaire Analysis

Q#1

I am given tasks which possess skill variety.Categories X F

Strongly

Agree 5 19

Agree4 28

Undecided3 0

Disagree2 2

Strongly

disagree 1 1

Total 15 50

Q#2

I am having opportunities to learn more skills.

Categories X FStrongly

agree 5 21

Agree4 20

undecided3 6

Disagree2 2

Strongly

disagree 1 1total 15 50


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Q#3

I am Aware of the end result of my task.

Categories X F

Strongly

agree 5 18

Agree4 18

undecided3 11

Disagree2 1

Stronglydisagree 1 2

total 15 50


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Q#4

I am responsive of the significance of the task.

CategoriesX F

Strongly

agree 5 14

Agree4 29

undecided3 4

Disagree2 3

Strongly

disagree 1 0

total15 50

Q#5

I am given authority and freedom to complete my task.

CategoriesX F

Strongly

agree5 19

Agree4 19

undecided3 4

Disagree2 6

Strongly1 2


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disagree

total15 50

Q#6

I am being monitored after completing the tasks at hand.

CategoriesX F

Strongly

agree5 16

Agree4 20

undecided3 9

Disagree2 4

Strongly

disagree1 1

total15 50

Q#7

I am provided with adequate opportunity to grow in the organization.

Categories X F

Strongly

agree 5

12

Agree4

25

undecided3

4

Disagree2

5


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Strongly

disagree1

4

total 15 50

Q#8

I am self-governing of my work roles.

CategoriesX F

Strongly

agree5 12

Agree4 25

undecided3 10

Disagree2 2

Strongly

disagree1 1

total15 50

Q#9

I am feeling good about the sense of achievement involved with my work.

Categories X FStrongly

agree 5

28

Agree4

12

undecided3

5


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Disagree2

4

Strongly

disagree 1

1

total 15 50

Q#10

I am able to use my abilities on the various duties of the job.

CategoriesX F

Stronglyagree 5

28

Agree4

12

undecided3

5

Disagree2

4

Stronglydisagree 1

1

total15 50

Q#11

I am committed towards my work.

Categories X F

Stronglyagree 5

29

Agree4

18


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undecided3

2

Disagree2

1

Strongly

disagree 1

0

total 15 50

Q#12

I am willing to take new challenges.

Categories X F

StronglyAgree 5

30

Agree4

18

Undecided3

2

Disagree2

0

Strongly

disagree 1

0

Total 15 50

Q#13

I am having a sense of accomplishment while being effective.

CategoriesX F

Strongly

agree5 20


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Agree4 20

undecided3 7

Disagree

2 3Strongly

disagree1 0

total15 50

Q#14

I am a part of important decision making.

Categoriesx F

Strongly

Agree5 17

Agree4 15

undecided

3 8Disagree2 5

Strongly

disagree1 5

Total15 50


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Q#15

I am enthusiastic and motivated about my work.

CategoriesX F

Strongly

agree5 23

Agree4 19

undecided3 5

Disagree2 2

Strongly

disagree1 1

total15 50

Q#16

I am given proper chance to work on different job descriptions.

CategoriesX F

Strongly

agree5 15

Agree4 20

undecided3 6

Disagree2 5

Strongly

disagree1 4

Total15 50


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Q#17

I am able to find enjoyment in my post.

Categoriesx F

Strongly

Agree5 23

Agree4 13

Undecided3 4

Disagree2 6

Strongly

disagree1 4

Total15 50


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4.5 Findings and Working of the Result

we gather the following table and its score in the way that 1 st we got questionnaire then

calculate the result as per Likert scale n we add up each question score to reach up atotal score which you can see in the table.


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45 74

46 83

47 68

48 61

49 80

50 79


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This graph is made by the values which are mentioned in the table and put them on the

scale as we mentioned above in scoring index.

Score

0

10

20

30

40

50

60

70

80

90

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 3 3 35 37 39 41 43 45 47 49

Respondants

Score

Score

4.6 Interpretation

The supported table and graph clearly indicates that the results are in favor of accepting

that there is a significant impact of JOB ENRICHMENT and JOB ENLARGEMENT on

EMPLOYEE PERFORMANCE. The table shows the overall score of every respondents

questionnaire according to the calculation designed in chapter. There mentioned

Scoring index for measuring performance of employees through JOB ENRICHMENT

and JOB ENLARGEMENT.


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Agree 63-85

Neutral 40-63

Disagree 17-40

The graph clearly highlight the area around 70 the score of employee, which clearlyindicates that the managers believe that JOB ENRICHMENT AND JOB

ENLARGEMENT do have significant impact on the PERFORMANCE OF THE

EMPLOYEES. This graph is the key to our findings and end result of it. From this

we can say that

Skill Variety

Opportunity

Task Significance

Autonomy

Feedback

Promotion

Achievement

Involvement

Task Identity

Motivation

Willingness

Commitment

Rotation

are keys towards EMPLOYEE PERFORMANCE.

Therefore it is concluded that Job enrichment and Job enlargement does improves the

employee performance and it also interprets that there is a positive association between

these variables job enrichment and job enlargement and employee performance and

performance of the employee is directly associated with enrichment and enlargement of

the job.


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CHAPTER 5: DISCUSSION, CONCLUSION ANDCHAPTER 5: DISCUSSION, CONCLUSION AND

RECOMMENDATIONSRECOMMENDATIONS

5.1 Discussion:

The results have supported the hypothesis (there is an association between these

variables job enrichment and job enlargement and employee performance) as from

graph u can see that mostly people lie on scale of high performance which is 63-85.

Several researchers of organizational behavior had researched this. The researchers

study links with other researchers like Vroom (1964) , Herzberg (1971) that refers that

work responsibility, challenging job affect an employee's self-esteem and opportunity forself-actualization and ultimately their satisfaction and performance of their work in the

workplace and Rush (1971) job enrichment is a factor in increasing employees'

motivation that can increase employee performance.

Some of must wonder that what has been done in this research. There is a simple

answer to this question and that is we kept the research neat and simple. It is

interesting to note that the interpretation of our research in layman script and it can

easily be understood from the readers point of view. We use simple tools which are

easy to understand and measureable.


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5.2 Conclusion:

From the above findings we can conclude that Job Enrichment and Job Enlargement

play a very vital and critical role in employees performance. Almost 70% of the

respondents agree to the fact that Job Enrichment and Job Enlargement both are

important building blocks of any organization. We can build a diverse, well maintained

and well structured work force, which can provide any organization an extra advantage

over the competitors. It leads to the higher degree of employee satisfaction and better

productivity as far as the job itself is concern. Employees cannot only increase

interaction on the job but also they can perform well in different situations. We can see

that Job enrichment and Job Enlargement can play an important role in any employees

performance, motivation, development, reporting relations, social interactions, improving

skills and capabilities. This will provide a better and promising future to the employees

and organizations can turn a human being into an enduring asset.


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5.3 Recommendations:

From this qualitative and exploratory research the results are in favor of what we

intended to find out. Following are few recommendations that we suggest for the human

resource practitioners:1. Job Enrichment and Job Enlargement should be the primary activity in training

and development programs.

2. Job Enrichment and Job Enlargement must be conducted after regular intervals.

3. Performance measures should be constructed around Job Enrichment and Job

Enlargement.

4. Every employee should be a consistent part of these activities.

5. A consistent feedback should be taken from employee and his peers about Job

Enrichment and Job Enlargement .

6. Job Enrichment and Job Enlargement can play a vital role in succession planning

employee productivity.

7. Job Enrichment and Job Enlargement should be given proper attention while

planning any employee career path.


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REFERENCESREFERENCES

Websites:1. ERG Theory Clayton P. Alderfer (1969) Web site:

http://www.valuebasedmanagement.net/methods_alderfer_erg_theory.html

2. Maslow's hierarchy of needs (1943) Web site:

http://en.wikipedia.org/wiki/Maslow

%27s_Hierarchy_of_Needs#cite_ref-multiple_0-0

Books:

1. Gary Dessler. (2004) Human Resource Management, 9 th Edition. New York.

Prentice Hall.

2. Heinz Weihrich and Harold Koontz. (1992, October) Management: A Global

Perspective, 11th Edition. New York. McGraw-Hill College.

3. Herzberg, Frederick 1959. The Motivation to Work, New York, John Wiley andSons.

4. Maslow, Abraham (1954). Motivation and Personality.

5. Donald R. Brown and Don Harvey (2006) an Experimental Approach to Organization

Development. 7th Edition. New York. Pearson Education, Inc.

Journal Articles:

1. Beverley A Sparks; Graham L Bradley; Victor J Callan Psychology & Marketing.(1986-1998); Aug 1997. The Impact of Staff Empowerment and CommunicationStyle on Customer Evaluation. ABI/INFORM Global.
http://www.valuebasedmanagement.net/methods_alderfer_erg_theory.htmlhttp://en.wikipedia.org/wiki/Maslow's_Hierarchy_of_Needs#cite_ref-multiple_0-0http://en.wikipedia.org/wiki/Maslow's_Hierarchy_of_Needs#cite_ref-multiple_0-0http://www.valuebasedmanagement.net/methods_alderfer_erg_theory.htmlhttp://en.wikipedia.org/wiki/Maslow's_Hierarchy_of_Needs#cite_ref-multiple_0-0http://en.wikipedia.org/wiki/Maslow's_Hierarchy_of_Needs#cite_ref-multiple_0-0


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2. Robert J. Vance. (2006). Alexandria U.S.A. Employee Engagement andCommitment: A guide to understanding, measuring and increasing engagementin your organization. SHRM Foundation.

3. John M. Nicholas. (1982). Chicago, U.S.A. The comparative Impact ofOrganization Development Interventions on Hard Criteria Measures. Academy ofManagement Review 1982, vol. 7.

4. JOB DESIGN, JOB ENRICHMENT, JOB ENLARGEMENT, JOB ROTATIONCase Study - Travis Perkins - using management training to build a betterbusiness.

5. Laurent M. Lapierre, Rick D. Hackett, Simon Taggar (2006) Canada. A Test ofthe Links between Family Interference with Work, Job Enrichment and LeaderMember Exchange. APPLIED PSYCHOLOGY: AN INTERNATIONAL REVIEW,2006, 55(4), 489511


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ANNEXUREANNEXURE

Questionnaire

Dear Respondents:

We as researchers, the students of University of Central Punjab are doing the research

on Employee Efficiency in organizational setting. Your willingness to fill this

questionnaire will be highly appreciated. Your response will be kept strictly confidential.

Thanks.

Personal Information

Name: (optional)____________________________________

Gender:

Male Female

Education:________________________________________

Job tenure:________________________________________

Note: On the rating scale please indicate the level against each statement regarding your job.

Sr.

No

Statements Strongly

Agree

Agree Undecided

Disagree Strongly

Disagree

1I am given tasks which

possess skill variety.

2

..having opportunities

to learn more skills.

3 ..Aware of the end

result of my task.

4 ..responsive of the

significance of the task.


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5

..given authority and

freedom to complete my

task.

6 ..being monitored aftercompleting the tasks at

hand.

7 ..provided with

adequate opportunity to

grow in the organization.

8 ..self-governing of my

work roles.

9

..feeling good about thesense of achievement

involved with my work.

10

..able to use my

abilities on the various

duties of the job.11 ..committed towards my

work.

12 ..willing to take new

challenges.

13

..having a sense of

accomplishment while

being effective.

14

..a part of important

decision making.

15

..enthusiastic andmotivated about my work.

16

..given proper chance

to work on different job

descriptions.


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17

..able to find enjoyment

in my post.

research report chapters21

Documents