Job Enrichment.docx

Job Enrichment.docx - Job Enrichment | Definition Benefits...

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Job Enrichment | Definition, Benefits, and Tips The management technique of job enrichment has its roots in the 1950s and 1960s psychology but its relevance still prevails. Based on the power of personal satisfaction and by using special motivators, jobs have been redesigned to become genuinely motivating and trigger a better performance. It’s not even just a theory: several studies and experimental initiatives have proved that job enrichment is indeed able to bring benefits to both the employee and the organization. In this article, we take a closer look at what exactly job enrichment contains, what are its benefits and limitations to the employee and the company. Allowing that, overall, it is a valid method for motivating the workforce, we dive deeper by presenting the guiding principles behind the theory, a three-step technique to help introduce it, and some best practices to set a good example. THE 3W’s OF JOB ENRICHMENT What? Job enrichment is a method for redesigning jobs, a motivation technique that aims at making work more interesting and challenging for the employees. It mainly consists of giving more responsibility than what originally applied to the job, creating opportunities for professional growth and recognition. The concept that people might perform better if their job is motivating enough was first introduced in 1968, in a Harvard Business Review article by Frederick Herzberg. During his research, the author, a psychologist found that there are different factors motivating and demotivating people in the workplace, and they work quite separately from each other. According to Herzberg’s motivation-hygiene theory, a bad working environment with too much supervision , bad relationships, and working conditions decreases motivation (hygiene factors). But the opposite of it is not true: if all these external factors are taken care of, it still doesn’t make the workers more motivated. Instead, he found the motivation of the workforce is only increased by internal factors (motivators), such as achievement and recognition, responsibility, or advancement and growth. Hence Henzberg believed that managers should make sure they are adding motivators besides improving the job environment because satisfaction will only come in a healthy surrounding. Where (and where not)? There are three major types of job design methods. Besides job enrichment, management might also opt for a job enlargement or job rotation . The aim of the three is similar: to keep the employees challenged and to prevent them from boredom caused by repetitive tasks. Points for Against Contrary to the vertical nature of job enrichment due to the raised level of challenge, job enlargement tries to enrich jobs by giving more tasks, i.e. in a horizontal manner.It is a technique commonly applied in times of recession. The newly added tasks are not any more challenging than
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the old ones but the sheer amount and novelty of them is supposed to better satisfy the workers’ needs. However, many times it is just an extra workload that drains the employee’s energy resources.
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  • Fall '19
  • Management, Organizational studies and human resource management, Frederick Herzberg

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