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Job enlargement

Job enlargement means increasing the scope of a job through extending the range of its
job duties and responsibilities.Its an extra similar task to do a job.In job enlargement the
job itself remains essentially unchanged,the employees rarely needs to active new skills
to perform the additional task and motivational benefits of a job enrichment are not
experienced.job design techniques in which the number of tasks associated with a job is
increased can appropriate training provided to add greater variety to activities ,thus
reducing monotomy.It is horizonyaly restructing method in that the job is enlarged by
adding related tasks.job enlargement may also result in greater work force flexibility.
This contradicts the principles of specialisation and the division of labour 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 labour can actually cause efficiency to fall. Thus, job enlargement seeks to
motivate workers through reversing the process of specialisation. 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 demotivation 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
unmangable workload

Job enrichment
Job enrichment is an attempt to motivate employees by giving them the opportunity to
use the range of their abilities. It increases the responsibility and variety in their jobs. It is
an idea that was developed by the American psychologist Frederick Herzberg in the
1950s. It can be contrasted to job enlargement which simply increases the number of
tasks without changing the challenge Many employees believe that money is the only
factor for motivating employees,and if you wanted to get more work out of employees
offering money was the only way to do it.. 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 (Physical or Mental)


• A complete unit of work - a meaningful task
• Feedback, encouragement and communication

Job enrichment, as a managerial activity includes a three steps technique

1. Turn employees' effort into performance:


• Ensuring that objectives are well-defined and understood by everyone
• Free flow of information. Eliminate secrecy.
• Provide enough freedom to facilitate job excellence. Encourage and reward
employee initiative

2. Link employees performance directly to reward

Clear definition of the reward is a must

3. Make sure the employee wants the reward. How to find out?

Ask them

• Use surveys( checklist, listing, questions)

Job involvement

Job involvement is defined as "psychological identification with a job" (Kanungo, 1982,


p.97). This definition implies that a job-involved person sees her or his job “as an
important part of his self-concept” (Lawler & Hall, 1970, p. 311), and that jobs “define
one’s self-concept in a major way” (Kanungo, 1982, p. 82).

Job involvement represent the extent to which an individual is personally involved


withhis or her work role.job involvement as an attitude is an important variable thathelps
in maximizing organizational effectiveness.The higher the degree of job involvement of
members of an organization,the greater its effectiveness.in order to improve thedegree of
job involvement,one must have a realistic view of what determines it.Among the most
realistic one would be that it is a function of personality and organizational climate.

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