...addresses the issue of what motivates employees. He discusses motivating employees through a KITA approach and through job enrichment. Additionally, he outlines the significance of job enrichment and how to implement the concept in an organization. I found Mr. Herzberg’s paper intriguing. Usually I find psychological theories to be inconclusive and not applicable to all groups of people. However, Mr. Herzberg does not make any bold claims about his theory he just points out that job enrichment is often overlooked, and when added to other benefits employees are substantially more motivated than other employees in the control group. I liked looking at the exhibit #1 on pg. 170. It’s weird to think about all the factors that go into job satisfaction. Generally, I just think about the salary and the job atmosphere, but when I really think about it I want all the six factors listed for extreme job satisfaction. The feeling of accomplishing a long project and being recognized for it is extremely rewarding but a lot of the time we take it for granted. I loved Mr. Herzberg’s quote: “In attempting to enrich certain jobs, management often reduces the personal contribution of employees rather than giving them opportunities for growth.” Rewarding a successful project with praise and increased responsibility would highly motivate me to work harder to move up in salary and job position because there are opportunities for advancement. A lot of organizations are not transparent about their...
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...What is job enrichment? What are the benefits of a job enrichment program? Are there disadvantages to enriching jobs? In this lesson we'll discuss what job enrichment is, how to do it, and the good and bad of modifying jobs in your organization. What Is Job Enrichment? Job enrichment is a management concept that involves redesigning jobs so that they are more challenging to the employee and have less repetitive work. The concept is based on a 1968 Harvard Business Review article by psychologist Frederick Herzberg titled 'One More Time: How Do You Motivate Employees?' In the article, Herzberg stated that the greatest employee motivators, based on several investigations, are (in descending order): achievement, recognition, work itself, responsibility, advancement, and growth. To improve employee motivation and productivity, jobs should be modified to increase the motivators present for the employee. To make this concept more usable, let's imagine you are a company manager and want to increase the satisfaction of your staff. As you walk through the process of job enrichment, you'll need to keep in mind these goals: Reduce repetitive work. Increase the employee's feelings of recognition and achievement. Provide opportunities for employee advancement (i.e. promotions into jobs requiring more skills). Provide opportunities for employee growth (i.e. an increase in skills and knowledge without a job promotion). Why Enrich Jobs? The purpose of job enrichment...
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...JOB ENRICHMENT I-Job enrichment 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 psychologist Frederick Herzberg in the 1950s. It can be contrasted to job 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 (Physical or Mental) • A complete unit of work - a meaningful task • Feedback, encouragement and communication In contradict to job simplification, job enrichment, whose definition is “an attempt to motivate employees by giving them the opportunity to use the range of their abilities”, provides employees who want promotion with the chance to develop their skills and abilities in varityped jobs. Need to be distinguished from job enlargement, the goal of job enrichment is not merely to make the jobs more varied, it allows promotion-seekers to experience with the techniques to make every single employees a manager. The employee will be able to design his own working style, like what to do first and what can wait. II-Techniques Job enrichment, as a managerial activity includes a three steps technique. 1. Turn employees' effort into performance: • Ensuring that objectives...
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... b) False 6. A process that is in control has no variation. a) True b) False 7. An example of an operation that does not add value is ____________________________. a) removing iron ore from the ground and shipping it to a steel mill b) filling the underground gasoline tanks at a service station c) making a wedding cake d) moving components to a warehouse for storage until the factory needs them e) moving luggage from a cab to the airport ticket counter 8. Which of the following is not primarily performed by the operation management function? a) job design and work measurement b) advertising strategy c) location analysis d) quality management e) facility layout 9. Increasing the level of responsibility of a job by adding planning and coordination tasks is...
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...FA14 Alber, A. (1979). The Real Cost of Job Enrichment, Summarized by (FA14) The article, “The Real Cost of Job Enrichment,” by Antone F. Alber is a study of job enrichment and its costs within a corporation. He goes through all of the areas where costs will be associated with job enrichment and tries to figure out whether they are beneficial or not. After surveying about 189 companies about job enrichment, he went in to detail just how beneficial job enrichment can be and the costs associated with those changes. The costs include raising salaries, new equipment, inventory costs, training costs (lost productivity while employee learns their new job), implementation costs, etc. After seeing the results of his studies, it is found that when a corporation implements job enrichment correctly, almost all companies will benefit from job enrichment. Obviously this depends on the corporation and whether or not the company needs to make changes to their employees’ work. The article makes it very clear that job enrichment is a good thing for companies to partake in. Three things the article brings to light are viewing job enrichment as an investment, the benefits of a satisfied employee, and not underestimating the training involved with job enrichment. We should view job enrichment as an investment into the company and its’ employees. By investing in the employees and giving them more responsibilities so they feel motivated to do a better job we will definitely see the benefits. The...
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...overview of the topic of job enrichment and its relevancy to the modern world organizations. The job enrichment was defined as a vertical restructuring method by virtue of giving the employee additional authority, autonomy, and control over the way the job is accomplished. There were many authors who talked about this topic differently by using different viewpoints. This also contained the job enrichment related theories such as the Hackman and Oldham’s Job Characteristic Model and the Herzberg’s Two Factor Theory. Job Characteristic Model was described five core job dimensions leading to three critical psychological states, resulting in work-related outcomes. They were identified as skill variety, task identity, task significance autonomy and feedback. Final outcomes should be identified as; job satisfaction, employee motivation, low absenteeism, high performance and low employee turnover. Herzberg’s Two Factor Theory was completely different type of model which discussed about hygiene factors and motivation factors. According to Herzberg, intrinsic motivators such as challenging work, recognition, and responsibility produce employee satisfaction. At the same time absence of extrinsic hygiene factors such as including status, job security, salary, and fringe benefits produce dissatisfaction. The advantages and disadvantages of job enrichment program were evaluated based on different criteria’s. According to Cunningham and Eberle (1990), prior to a job enrichment program there were...
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...Job Enrichment Responsibilities Print Friendly Page Job Enrichment Responsibilities What Does Job Enrichment Really Mean Many people originally categorized job enrichment theory as a “management fad” but time has shown that helping your employees be all that they can be (to paraphrase a famous U.S. Army slogan) is a solid and rewarding objective. Frederick Herzberg, the noted psychologist and business management expert, is considered the originator of the conscious attempt to achieve job enrichment on the part of management toward their employees. He developed this theory of motivation after leaving his studies at the City College of New York to enlist in the Army during World War II. After experiencing the horrors of the Dachau Concentration Camp and interviewing many other German citizens and military personnel, he developed his theories of motivation triggers. In its most basic form, Herzberg believed that people were really motivated by only two factors: satisfaction and dissatisfaction. As a manager dedicated to success, a simple and effective plan is to emphasize the satisfaction and minimize (or eliminate, if possible) the dissatisfaction quotient of your employees. A wonderful and simple definition of job enrichment: Attempt to motivate your employees by giving them the opportunity to maximize their own abilities. How Can I Be More Effective? Just as you would like to be mentored and motivated to view your professional duties and responsibilities as being...
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...Strategy Job motivation and stress factors What is the relationship between job motivation and stress factors and how do they contribute to overall job satisfaction? 6751 words Stefan Geurts ANR: 476831 Bachelor Thesis Organization & Strategy Preface After finishing my bachelor degree in the summer of 2008, I started a pre-master program at Tilburg University. Writing this thesis is the final assignment that has to be completed, in order to proceed to the master Strategic Management in the next academic year. I would like to thank Mr. D.P. Kroon and my group members for giving feedback and guiding me during this assignment. 2 Bachelor Thesis Organization & Strategy Executive summary This paper examines the relationships between job motivation, stress and satisfaction based on former literature. In general motivation is positively related to satisfaction and stress is negatively related to satisfaction. According to Herzberg (1987) job motivation is determined by motivators and hygiene factors. Motivators lead to satisfaction, absence of hygiene factors leads to dissatisfaction. Important motivators are achievement, recognition, work itself, responsibility and growth or advancement. The main hygiene factors are company policy and administration, supervision, interpersonal relationships, working conditions, salary, status and security. When trying to increase motivational potential of jobs, managers have to increase the motivators on the job, this is called job enrichment. This...
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...The Hawthorne effect (also referred to as the observer effect is a type of reactivity in which individuals modify or improve an aspect of their behavior in response to their awareness of being observed. The original research at the Hawthorne Works in Cicero, Illinois, on lighting changes and work structure changes such as working hours and break times were originally interpreted by Elton Mayo and others to mean that paying attention to overall worker needs would improve productivity. Later interpretations such as that done by Landsberger suggested that the novelty of being research subjects and the increased attention from such could lead to temporary increases in workers' productivity. This interpretation was dubbed "the Hawthorne effect". Introduction Elton Mayo’s team conducted a number of experiments involving six female workers. These experiments are often referred to as the Hawthorne experiments or Hawthorne studies as they took place at The Hawthorne Works of the Western Electric Company in Chicago. Hawthorne Experiment Details Over the course of five years, Mayo’s team altered the female worker’s working conditions and monitored how the change in working conditions affected the workers morale and productivity. The changes in working conditions included changes in working hours, rest brakes, lighting, humidity, and temperature. The changes were explained to the workers prior to implementation. Hawthorne Experiment Results At the end of the five year period, the female...
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...OM Ed. 11: Quiz Questions Ch. 10 Chapter 10 Job Design and Work Measurement 1. The objective of a human resource strategy is to manage labor and design jobs so people are effectively and efficiently utilized. T or F? Answer: 2. Technology, location, and layout decisions are all possible constraints on human resource strategy. T or F? Answer: 3. Which of the following best describes mutual commitment in an organization? A) an instance in which management is committed to the employees and the employees are committed to management B) both management and the employees are committed to the same objective C) both management and the employees are committed, but to different objectives D) management obtains the commitment of the employees to a stated objective E) both management and the employees can rely on each other Answer: 4. Mutual trust is: A) when employees have gained the trust of management. B) reflected in reasonable, documented employment policies that are honestly and equitably implemented to the satisfaction of both management and employee. C) when management has gained the trust of the employees. D) when management recognizes that the employees are competent, motivated people both able and willing to perform at the level required to produce a quality product. E) when management and the employees both agree on common objectives. Answer: 5. What is quality of work life? What is its relation to a firm's human resource strategy...
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...head: FIRST DAY ON THE JOB FIRST DAY ON THE JOB CASSNADRA ROSS STRAYER UNIVERSITY HUMAN RESOURCE MANAGEMENT HRM 530 KENNETH LEWIS 25 NOVERMBER 2011 Discuss the factors causing the employee‘s dissatisfaction “Burnout is a psychological phenomenon, which involves emotional exhaustion, cynicism, and a decline of feeling of competence about work” (Stewart, G. & Brown, K. P. 386). It is obvious that the employee is suffering from burnout. The employee’s were dissatisfaction by the lack of stimulation through education and training. The employee is not gaining the experience she desires to help her achieve her ultimate goal of having her own business. In addition, it seems as though the employee’s career path has not been encouraged or nurtured for progression within the company. The employee seems to be loaded up with busy work and work that is not challenging to her. She is looking for work that is thought provoking and to experience new tasks with which she can grow in knowledge about the job. The work now seems to be cyclical, boring, and she feels overworked with mundane tasks. There is no advancing forward toward her ultimate goal of owning her own business. She is at a point of quitting and seeking a job elsewhere, where she can absorb new knowledge and gain experience Identify which of these factors could be addressed with improvements in the way the organization handles development as described in the chapter Job enrichment would address the employee’s...
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...Introduction Abstract Job satisfaction describes how content an individual is with his or her job. The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation or aptitude, although it is clearly linked. Job design aims to enhance job satisfaction and performance. Methods include job rotation, enlargement, enrichment and re-engineering. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work position. Discuss the factors causing the employee’s dissatisfaction. Assignment 4: Read the “First Day on the Job” case found in Chapter 10. 1. Discuss the factors causing the employee’s dissatisfaction. 2. Identify which of these factors could be addressed with improvements in the way the organization handles development as described in the chapter. 3. Discuss what Malik should do tomorrow with regard to his employee. 4. Identify long-term changes Malik should suggest for this organization, if it appears that his employee is not the only one with these complaints? 5. Discuss the human resource policies and programs that would support development programs within the organization. The specific course learning outcomes associated with this assignment are: • Design training and development systems to improve employee performance. • Use technology and information resources to research issues in...
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...employees through job enrichment based upon the research of Hackman and Oldham. Hackman and Oldham have identified five factors of job design that can contribute to an employee’s job satisfaction. These factors are skill variety, task identity, task significance, autonomy, and feedback from the work itself. I will touch on each of these factors and how they relate to work motivation and work performance. I will then discuss the ways in which employee’s reactions to job enrichment interventions differ from one another leading into the stages of application. The stages of application discussed here will include diagnosis, work units, combining tasks, client relationships, vertical loading, and feedback. I will then touch on the technical, human resource, control, and supervisory barriers to job enrichment. Finally, I will conclude with the possible results of job enrichment as it is today. Core Dimensions The core dimensions of Hackman and Oldham’s model of job design are skill variety, task identity, task significance, autonomy, and feedback from the work itself. Skill variety, task identity, and task significance are grouped together as characteristics that can influence how meaningful the work is perceived by the individual (Cummings & Worley, 2009). Skill variety represents the amount and types of skills required to perform work tasks. The more skill variety and individual has may be related to the amount of meaning the employee places on the job. Task identity...
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...Motivation in the Health Information Services Department The case study entitled, “Job Redesign for Expanded HIM Functions” written by Elizabeth Layman, gave extensive and exhaustive detail about the theories of job design and motivation, as well as the potential pitfalls of corrective action. While the information was extraordinarily detailed, it also did not give many relatable details regarding application of the theories presented. For this reason, the first two questions of the assignment can be readily answered, but the last two questions have almost no information with which to respond. Therefore, this essay’s focus will be mainly on the first two questions. The principles of goal setting were first explained in extensive detail, and then a careful plan was drawn up for their application. The problems with the Health Information Services (“HIS”) Departments included a steady stream of new technology, new job descriptions and requirements, organizational changes, and employees’ general feeling of being overburdened. The new technology included new information systems, but also an increase in already existing systems such as volume of email. (Layman, 2011). A...
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...Empowered Employees: Taking the reigns from management John Fiegenbaum Operations Management BUS 453A Ty Bettis Warner Pacific College December 12, 2013 Abstract Though there are many challenges, trends, and ever-changing issues facing operations managers these days, we simply cannot cover all of them adequately; so this paper will focus primarily on the topic of empowered employees in the work force; who, by throwing off the yokes and taking the reigns from management to take care of the customer on the front line help to increase the bottom line. Empowered Employees: Taking the reigns from management Empowered employees are the first line of continuous quality improvement that can determine how well or how dissatisfied a customer’s experience can be. By definition, empowered employees generally “means the process of allowing employees to have input and control over their work, and the ability to openly share suggestions and ideas about their work and the organization as a whole. Empowered employees are committed, loyal and conscientious” (Richards, 2013). As global expansion and local availability combine and require the need for knowledge and competence in a more technically demanding workplace; operations managers are answering this need by moving more of the decision-making ability to the individual worker. This means giving up some of the power traditionally held by management, through a restructuring of an organization’s hierarchy to provide a more customer-focused...
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