Important Role In Job Design Management

measurable Role In military control Design ManagementThe topic which I film for my research is the impact of pipeline enrichment and ebullition on employee want and achieveance. I in play to find the factors which play an essential role in caper name which is constituted of air enrichment and capriole executioning out so that they could best motivate employees and in turn enables them give their best operation. arrangement is the strength of any business. The more than organized and in effect(p) the different components in the business atomic number 18, the get out it functions and produces. Therefore soulal line of credits must be enlarged and enriched guardianship in mind what is best in the interest of an organization. I would equal to mention here what is take a leak enrichment and business organisation blowup. What be their Pros and Cons, and their effectiveness? channel enrichment basic bothy refers to the fantasy of improvement in labor or an an nex with the help of upgrading and development. For recitation if you atomic number 18 a typist by subcontract enrichment you allow for shoot to type and proof read as well. It in like manner markes upon the concept of employee triumph in respect to their position and personalized exploitation potential. chisel enrichment involves organizing and planning in orderto gain more control everywhere their duties and litigate as a manager. The execution of plans and evaluationof results motivates thespians and relieves boredom. rail line explosion on the other hand means adding more duties or increase the workload to the same job. It provides the chance of enhancement and more productivity for employees. For example if you are a typist and you type 20 pages per day by job enlargement you will gather in to type 30 pages per day. cable enlargement is a vehicle employers use to put additional workload on employees, perhaps in eco noneical downtime. By adding or increasing th e responsibilities employees are alike getting a chance of enhancement and more productivity. In literary wrong job enlargement is the expansion of job setting to include a wider mixed bag of tasks and to increase the workers freedom of pace, function for checking choice and discretion for method. Therefore to summarize the major differences between the deuce we keep state that job enrichment, when compared to job enlargement, not lone(prenominal) includes more duties and responsibilities, solely also gives the right of decision making and control. Apart from that job enlargement is horizontal where as job enrichment is vertical expansion of work. But some(prenominal) the forces military control enlargement and job enrichment are useful for motivating workers to make their tasks enthusiastically. It is through job target organizations try to raise productivity levels by offering non monetary rewards much(prenominal)(prenominal) as greater satisfaction. Job enrichment an d job enlargement are such techniques used in job introductioning exercise.Statement of troubleJob foundation is the intentionally planned structuring of work effort performed by an individual. There is increasing evidence that poorly knowing jobs now a days is a persistent social problem affecting the performance of employees.Justification for the topicThe earth I choose this topic was because of the fact to identify factors which play important role in job design so that it could best motivate the employees and in indemnification they give best performance.Scope of studyThe scope of the study is heighten on the impact of job enrichment and job enlargement and how employees respond to it in terms of their performance and how motivated they get.Back ground InformationJob design with the concept of job enrichment and job enlargement came about with fast technological advancements at the turn of the 20th century when mass drudgery and assembly line operations emerged. As job s continue to become more sophisticated and specialized, the need for an educated and motivated custody has become indispensable. The character of work and its organization has interested managers, economists and social scientists for as long as people have been employed by others to engage in creative activity. Managers have largely been interested in maximizing output from acquirable resources. Economists and social scientists have raised questions about the organization of work in relation to issues of the individual and society in general. It is also important for the HR departments of organizations to understand the importance of job design. As Well-designed jobs help to accomplish two important terminals getting the necessary work done in a timely and competent manner, and motivating and challenging employees. jibe to Hackman and Lawler (1971) a job will be motivating and inseparableally besides if it exalted on all five of the core dimensions which are skill, variet y, autonomy, task identify and feedback. It is only then that an employee would perform better than expected.Related definitionsJob designIt refers to the operation of determining exactly what an employee does on the job the tasks, duties, responsibilities, decision-making and the level of authority.Job enrichmentJob enrichment adds rude(a)sourcesofjob satisfactionby increasing the level ofresponsibilityof theemployee. It is also calledjob enhancementorvertical job expansion.Job enlargementJob designtechniquein which the number oftasksassociatedwith ajob is increased and appropriatetrainingprovided to add greater variety toactivities, thus reducing monotony. It is a horizontalrestructuringmethodin that the job is enlarged by adding related tasks. Job enlargement may alsoresultin greaterworkforce flexibility.Job affaireThe degree, to which an employee identifies with his job, actively participates in it, and considers his job performance important to his self-worth.Internal motiva tionLearners are motivated from within by personal needs or wants that are overbearing in nature such as a liking to succeed or love of learning.High team spiritHigh team spirit is a concept that states lavishly emotional or mental spring with respect to cheerfulness and confidence.Job performanceJob performance is a commonly used, yet poorly defined concept in industrial and organizational psychology, the branch of psychology that deals with the workplace. It most commonly refers to whether a person performs their job well. Despite the confusion over how it should be exactly defined, performance is an extremely important criterion that relates to organizational outcomes and success.Problem developmentThe reason why I am conducting this research is to judge the impact of job enrichment and job enlargement on employee performance. As we know that the concepts of job design that include enrichment and enlargement are not widely used in Pakistan, therefore this research will give a proper position on how job enrichment and enlargement impacts employee performance. Secondly because of the fact that whether these concepts of job design will be helpful to motivate employees, increase employee performance and productivity. writings reviewJob design and its approaches are usually considered to have begun with scientific management in the year 1900. Pioneering scientific managers such as Taylor (1947), Gilbreth (1911), and Gilbreth and Gilbreth (1917) systematically examined jobs with various techniques. They suggested that task design might be the most adult element in scientific management.Robert A. Karasek (1971) described some implications of job redesign. He explained that job enrichment and job enlargement helps employees to develop new skills and face new challenges. Job enrichment specially is the major driving force for the employees that motivate them to perform much better. It was also observed that well designed jobs have a coercive impact on empl oyee satisfaction and quality performance. Another important factor stressed upon by Robert A. Karasek was that some employees do not have the motivation that is repetitive to the enriched job. This results in less satisfaction and lower work output.According to Argyris (1964) and Blauner (1964) simple, routine, non challenging often produce dissatisfaction and demoralization of workers. They suggested that for optimal worker motivation tasks should be enlarged rather than simplified. In a no. of different experiments it has been showed job enlargement has a constructive impact on motivation and performance.With respect to the design of individual jobs, the first major conjecture was that of Herzberg and his colleagues (Herzberg 1959). Their two-factor theory distinguished between two types of factors, namely motivators, which are built-in to the work itself (e.g. achievement, recognition, and responsibility), and hygiene factors, which are extrinsic to the work (e.g. work condit ions, pay, and supervision). The trace was that the hygiene factors are absolutely necessary to maintain the human resources of an organization. According to Hertzbergs theory, only a challenging job has the opportunity for achievement, recognition, advancement and appendage that will motivate personnel.According to Hackman and Lawler (1971) a job will be motivating and essentially satisfying only if it is high in all 5 core dimensions. The core dimensions are autonomy, task identity, feedback, variety and skill. It is only then a person finds that performing well leads to important intrinsic rewards such as feeling of heightened self-esteem, personal growth and worth mischief-making accomplishments. Finally it was proposed that only people who have strong desire for higher(prenominal) order need satisfaction will respond to jobs that are high on all core dimensions. That is unless workers value feeling of accomplishment and growth they will be unlikely to respond positively to a job which is structured to provide opportunities for their attainment through hard work. It was found that when jobs were high on all core dimensions employees who were desirous of higher order need satisfaction tended to have high morale, high work motivation, few absences from work and be rated by their supervisors doing high quality work. Thus this theory show a job high on all core dimensions will result in higher motivation and better results in terms of performance.According to Podsakoff (1996) enriched jobs have been found to provide fundamentally satisfying tasks and job enrichment is positively related to a wide variety of employee attitites and performance.As state by potty R. Cook (1997) the objective of good job design is to design jobs which allow people to perform tasks in a safe, efficient and economical manner which facilitate the realization of various organizational goals such as profit and increased production. The goal of job enrichment is to improve employee satisfaction and performance by increasing job scope vertically allowing opportunities for personal achievement, recognition and growth. Job enrichment principles were largely associated with the phenomena that enriching a job is proposed to increase positive work outcomes that is motivation and performance and decrease negative outcomes which included stress and boredom.Problem definitionThe impact of job enrichment and job enlargement on employee motivation and performance.Statement of study objectivesHypothesisH0 Job enrichment does not have a positive impact on employee performance.H1 Job enrichment has a positive impact on employee performance.H0 Job enlargement does not have a positive impact on employee performance.H1 Job enlargement has a positive impact on employee performance. divinatory frameworkJob enrichmentRobert A. Karasek, Jr (1979) J.Lee (2004)Boredom percolateJob dissatisfactionPhysiological distressIntellectual stimulationDiversified workforceEmployee performance Employee motivationInnovationJob enlargementEdward E Lawler (1973), John R cook (1997), J.Lee (2004)More opportunitiesDevelop new skillsHigh moraleHigh work motivationVariable reference listRobert A. Karasek, Jr.(1979) Job Demands, Job Decision Latitude, and Mental Strain Implications for Job plan. Administrative apprehension Quarterly, Vol. 24, No. 2 (Jun., 1979), pp. 285-308.Edward E Lawler , J Richard Hackman (1973) Effects of Job Redesign A Field Experiment. Journal of utilize Social Psychology, 1973, 3, 1, pp. 49-62.J.Lee Whittington, Viki L Goodwin (2004) Transformational leadership, goal difficulty, and job design Independent and interactive effects of employee outcome. Leadership every quarter 15 (2004) 593-606John R. Cook (1997) Job enrichment and mental workload in computer based work implications for adaptive job design. International journal of industrial Ergonomics 24 (1999) 13-23.Christopher Orpen (2001) Effect of job Enrichment on employee satisfaction, motivation, involvement and performance. A field experiment. Department of Psychology, University of the Witwatersrand, 1, Jan Smuts Avenue, Johannesburg 2001, South Africa.Michael J. Smith, Pascal C. Sainfort (1989) A balance theory of Job design for stress reduction. Department of industrial Engineering, University of Wisconsin, Madison, WI 53706 U.S.A. Received 17 October 1988accepted 5 January 1989. Available online 27 February 2003.Theoretical justificationAs I have stated earlier that job enrichment and job enlargement are the most important aspects of job design in order to motivate employees so that they give better performance. The variables mentioned in the framework basically represent that why job enrichment and job enlargement is there and what are their implications. All variables are directed towards increasing employee motivation and performance. The framework shows that through job enrichment and job enlargement according to the variables (Boredom, Strain, Job dissatisfaction, Physiological distress, and Intellectual stimulation) a job can be make more interesting with reduced levels of boredom and repetitive movements which will in turn motivate employees to perform exceedingly well than anticipated. Job enrichment also intellectually stimulates employees as think out of the box, thus motivating them towards better performance. Apart from that diversified workforce and innovation are two such variables that are positively related to employee performance. The more diversified and specialized a job the better is the performance as all specialist ar put to work. Lastly through innovation as well employees tend to perform really well.Elements of research designType of research AppliedStudy setting NaturalNature of selective information primary dataUnit of analysis organizationsReference period (Jan- Aprill 2011)Survey research running(a) populationStatement of analytical approach qualitative and quantitative questionnaires if necessary statistical modeli ngLimitationsRespondents biasTime constraints (less sample size)Complete access code to different departments of an organizationReferences usedwww.jstor.comwww.sceincedirect.comwww.google.scholar.comwww.businessdictionary.comhttp//www.allbusiness.com/human-resources/employee-development/100470-1.html