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1 Abstract 1
2 Introduction 3-12
2.1 Definition
2.2 Herzberg Theory
2.3 Strategies
2.4 Techniques
2.5 How to enrich the job
2.6 How to make it effective
2.7 Benefits of job enrichment
2.8 Demerits of job enrichment
2.9 Limitations

3. Conclusion 12

4. Reference 13
 1. ABSTRACT

Job Enrichment refers vertical expansion of jobs. It increases the degree to which the worker
controls the planning, execution, and evaluation of work. An enriched job organizes the tasks so
as to allow the worker to do a complete activity, increases the employee’s freedom and
independence, increases job responsibility and provides feedback. Employee’s job enrichment
could be done in number of ways as follows
• By job rotation, allows workers to do different varieties of tasks.

• By combining tasks, work activities are combined to give more challenging work
assignments.

• By implementing participative management, this allows employees to participate in

decision making and strategic planning.

• By providing autonomy for work , this allows employees to work independently

• By providing feedback for their work, this allows employees to understand how poor or
well they are doing.

• By increasing client relationships, this increases direct relationship between employee

and his clients.

Based on above understanding of job enrichment, we have identified factors which by which job
enrichment could be done .These factors are as follows.
•Job redesigning

•Autonomy

•Feedback

•Work place challenge

•Customer interaction

•Participate management

•Flexible working hours

•Use of technical skills

•On the job training

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The main objectives of the project is to understand the JOB ENRICHMENT& IT’S IMPACT
ON EMPLOYEE MOTIVATION in detail by interacting with the management, supervision and
workers and to see how far the various measures are implemented and bring out the drawbacks if
any and recommended measures for the betterment of the system. Secondly to critically evaluate
the JOB ENRICHMENT impact on employee motivation as well as on absenteeism and
turnover. At last study the most extensive changes those are critical for high motivation and
performance.

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2.Introduction:

The job enrichment concept was developed based on the experiment carried out by the Swedish
Volvo company in the 1960s. The management of Volvo decided to try discontinuing one of its
assembly lines and instead putting all the people with needed skills in one room with all the tools
and equipment needed to carry out the operations. The cost for the process and the length of the
process as the result of this organizational change increased; however, the overall life cycle cost
of the product, including all the needed repair work, guarantee work, clients’ dissatisfaction
factors, etc., decreased significantly.

Based on the results of the experiment, it was decided that the increased opportunities for
creative work increased the level of responsibility and ownership. The ability to see the final
product made the members of the group more motivated and therefore increased their ability to
perform good results and check for quality. It was decided that, in order to increase people’s
productivity, it is critical to give them more opportunities for independent and creative work.

This approach is strongly reflected in modern project management methodology, where the
systems of delegation and increased involvement of the team members in all phases of the
project are considered to be critical for project success. It is also largely used in other modern
management methodologies, such as total quality management. The basic idea is to decrease the
cost for quality by decreasing the inspection time and increasing the self-sufficiency of the
producers of the products.

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2.1 Job enrichment :- 
Job enrichment is a term given by Fedric herzberg. According to him a few motivators are added
to a job to make it more rewarding, challenging and interesting. According to herzberg the
motivating factors enrich the job and improve performance.
In other words we can say that job enrichment is a method of adding some motivating factors to
an existing job to make it more interesting. The motivating factors can be-
a) Giving more freedom.
b) Encouraging participation.
c) Giving employees the freedom to select the method of working.
d) Allowing employees to select the place at which they would like to   work.
e) Allowing workers to select the tools that they require on the job.
f) Allowing workers to decide the layout of plant or office.

Job enrichment gives lot of freedom to the employee but at the same time increases the
responsibility. Some workers are power and responsibility hungry. Job enrichment satisfies the
needs of the employees.

2.2 Herzberg Theory:

The current practice of job enrichment stemmed from the work of Frederick
Herzberg in the 1950s and 1960s. Herzberg's two factor theory argued that job satisfaction and
job dissatisfaction are not to be seen as one dimension, but two. Aspects of work that contributed
to job satisfaction are called motivators and aspects that contributed to job dissatisfaction are
called hygiene factors ; hence, the theory is also refereed to as motivator-hygiene theory .
Examples of motivators are recognition, achievement, and advancement. Examples of hygiene
factors are salary, company policies and working conditions. According to Herzberg's theory, the
existence motivators would lead to job satisfaction, but the lack of motivators would not lead to
job dissatisfaction, and similarly; hygiene factors affect job dissatisfaction, but not job
satisfaction.

In general, research has failed to confirm these central aspects of the theory.

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2.3 STRATEGIES:
Here are some strategies you can use to enrich jobs in your workplace:

Rotate Jobs – Give people the opportunity to use a variety of skills, and perform
different kinds of work. The most common way to do this is through job rotation. Move
your workers through a variety of jobs that allow them to see different parts of the
organization learn different skills and acquire different experiences. This can be very
motivating ,especially for people in jobs that are very repetitive or that focus on only one
or two skills.

Combine Tasks – Combine work activities to provide a more challenging and complex
work assignment. This can significantly increase “task identity” because people see a job
through from start to finish. This allows workers to use a wide variety of skills, which can

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make the work seem more meaningful and important. For example, you can convert an
assembly line process, in which each person does one task, into a process in which one
person assembles a whole unit. You can apply this model wherever you have people or
groups that typically perform only one part of an overall process. Consider expanding
their roles to give them responsibility for the entire process, or for a bigger part of that
process.

Identify Project-Focused Work Units – Break your typical functional lines and form
project-focused units. For example, rather than having all of your marketing people in
one department, with supervisors directing who works on which project, you could split
the department into specialized project units – specific storyboard creators, copywriters,
and designers could all work together for one client or one campaign. Allowing
employees to build client relationships is an excellent way to increase autonomy, task
identity, and feedback.

Create Autonomous Work Teams – This is job enrichment at the group level. Set a
goal for a team, and make team members free to determine work assignments, schedules,
rest breaks, evaluation parameters, and the like. You may even give them influence over
choosing their own team members. With this method, you’ll significantly cut back on
supervisory positions, and people will gain leadership and management skills.

Implement Participative Management – Allow team members to participate in decision

making and get involved in strategic planning. This is an excellent way to communicate
to members of your team that their input is important. It can work in any organization –
from a very small company, with an owner/boss who’s used to dictating everything, to a
large company with a huge hierarchy. When people realize that what they say is valued
and makes a difference, they’ll likely be motivated.

Redistribute Power and Authority – Redistribute control and grant more authority to
workers for making job-related decisions. As supervisors delegate more authority and
responsibility, team members’ autonomy, accountability, and task identity will increase.

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 Increase Employee-Directed Feedback – Make sure that people know how well, or
poorly, they’re performing their jobs. The more control you can give them for evaluating
and monitoring their own performance, the more enriched their jobs will be. Rather than
have your quality control department go around and point out mistakes, consider giving
each team responsibility for their own quality control. Workers will receive immediate
feedback, and they’ll learn to solve problems, take initiative, and make decisions.

2.4 Techniques:

Job enrichment is the process of "improving work processes and environments so they are more

satisfying for employees".

Many jobs are monotonous and unrewarding - particularly in the primary and secondary
production industries. Workers can feel dissatisfied in their position due to a lack of a challenge,
repetitive procedures, or an over-controlled authority structure.

Job enrichment tries to eliminate these problems, and bring better performance to the workplace.

There are three key parts to the process of job enrichment:

1. Turn employees' effort into performance:

• Ensuring that objectives are well-defined and understood by everyone. The overall corporate
mission statement should be communicated to all. Individual's goals should also be clear. Each
employee should know exactly how she fits into the overall process and be aware of how
important her contributions are to the organization and its customers.

• Providing adequate resources for each employee to perform well. This includes support
functions like information technology, communication technology, and personnel training and
development.

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• Creating a supportive corporate culture. This includes peer support networks, supportive
management, and removing elements that foster mistrust and politicking.

• Free flow of information. Eliminate secrecy.

• Provide enough freedom to facilitate job excellence. Encourage and reward employee
initiative. Flextime or compressed hours could be offered.

• Provide adequate recognition, appreciation, and other motivators.

• Provide skill improvement opportunities. This could include paid education at

universities or on the job training.

• Provide job variety. This can be done by job sharing or job rotation programmes.

• It may be necessary to re-engineer the job process. This could involve redesigning the physical
facility, redesign processes, change technologies, simplification of procedures ,elimination of
repetitiveness, redesigning authority structures.

2. Link employee’s performance directly to reward:

• Clear definition of the reward is a must

• Explanation of the link between performance and reward is important

• Make sure the employee gets the right reward if performs well

•If reward is not given, explanation is needed

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

• Ask them

• Use surveys( checklist, listing, questionnaire)

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2.5 How to enrich a job:

A job may be enriched by giving it Varity, and also may be enriched by :

1. Given worker more latitude in deciding about such things as work method, sequences and
pace or by letting them make decisions about accepting or rejecting materials.

2. Giving workers a felling of personal responsibility for their tasks.

3. Taking steps to make sure that people can see how their tasks contribute to a finished products
and the welfare of the enterprises.

4. Giving people feedback on their job performance preferable before their supervisors get in and

5. Involving workers in analysis and change of physical aspects of the worker environment such
as lay out of office or plant, temperature, lighting and cleanliness.

Thus in an enriched job the employee know the overall deadlines and the quality standard he
must meet and with in that frame work plans the order in which he will take the various task and
the time that should be devoted to each one. He holds himself responsible both or meeting the
deadline and for producing the work of necessary quality, and he does not pass his work on
for others to judge until he is satisfied that it meets the standards. Or if the work is necessarily
group work, the groups plan or help to check the result.

2.6 How to make it Effective:

The limitation of job enrichment applies mainly to jobs requiring low level of skills. The job of
highly skilled workers professional and manager already contain varying degrees of challenge
and accomplishment. Perhaps these could be enriched considerably more than they are by
applying modern management techniques. And all level particularly in non-managerial levels
several approaches could be made to job make enrichment appeal to higher-level motivations.

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1. The people involved must have a substantial voice in the planning process. It should not be
overlooked that people like to be involved, to be involved to be consulted and to be given an
opportunity to offer suggestions. They like to be considered as people. This would effectively
result in the successful functioning of the programme.

2. There is needed for better understanding of what people want. It has been pointed out by
motivation researches that this varies with people and situations generally people with few skill
want extrinsic factors such as pay, benefits, job security, sympathetic supervisor as then one
moves up the ladder intrinsic factors do become increasingly important.

3. It should also result in worker enrichment if productivity increases are the main goal of job
enrichment, the programme must show how workers would benefit. Job enrichment, in short
involves redesigning of the immediate job, it also requires an enlargement of sense of respect by
those who manage. In our complex personal impersonal bureaucratic organizations, this respect
for the individual can be lost all too quickly. But with out this respect we can never expect to
make full use of our human resources.

2.7 Benefits of Job enrichment:

1. It benefits employee and organization in terms of increased motivation performance,

satisfaction, job involvement and reduced absenteeism

2. Additional features in job meet certain psychological needs of jobholders due to skill variety,
identity, significance of job etc.

3. It also adds to employee self-esteem and self-control.

4. Job enrichment gives status to jobholder and acts as a strong satisfier in one’s life

5. Job enrichment stimulates improvements in other areas of organization

6. Empowerment is a by-product of job enrichment. It means passing on more authority and

responsibility.

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2.8 Demerits of Job Enrichment:

1. Lazy employees may not be able to take additional responsibilities and power. It won’t fetch
the desired results for an employee who is not attentive towards his job.

2. Unions resistance, increased cost of design and implementation and limited research on long
term effect of job enrichment are some of the other demerits.

3. Job enrichment itself might not be a great motivator since it is job-intrinsic factor. As per the
two-factor motivation theory, job enrichment is not enough. It should be preceded by hygienic
factors etc.

4. Job enrichment assumes that workers want more responsibilities and those workers who are
motivated by less responsibility, job enrichment surely de-motivates them

5. Workers participation may affect the enrichment process itself.

6. Change is difficult to implement and is always resisted as job enrichment brings in a changes
the responsibility.

2.9 Limitations:

But even the strongest supporters of job enrichment readily admit that three are limitations in its
application They can be analyzed in the following manner.

1. Technology: There are some jobs, which are highly technical requiring skill it would be
difficult to enrich such jobs. And with specialized machinery and assembly line techniques it
may not be possible to make every job meaningful.

2. Cost: Thought a great many companies appear to be interested in job enrichment programs,
the extra cost may seem high if a company is not convinced that the return will at least offset the

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increase expenditure. General Motors tried six man and three man teams in the assembly line but
from that they found the work shoed and cost increased. At Saab & Volvo and motors India.

It was found that increase cost is compensated by reduced absenteeism and labour turnover. Yet
the cost of the programme is formidable factor.

3. Attitude of managers: Another problem is the tendency of top managers and personal
specialist to apply their own scale people’s personalities. As a result a few companies have
abandoned or modified their programs. M.Scott Myers believes that the failures have occurred
because the manager were not really committed to theory ‘Y’ and in most cases job enrichment
is usually imposed on people . They are told about it rather than consulted.

4. Attitude of Workers: The attitude of some employers also represent obstacles. Various
surveys of workers attitudes have shown that high percentages of workers attitude have shown
that high percentages of workers are not interesting jobs. Some have complained that enriched
jobs provide too many opportunities to commit mistakes. Some workers fears that the increased
productivity sought may even mean loss of jobs

3. Conclusion:

 Job Enrichment is the addition to a job of tasks that increase the amount of

employee control or responsibility.
 It is a vertical expansion of the job as opposed to the horizontal expansion of a job, which
is called job enlargement.

Employees are internally motivated (internal generator) versus externally moved

 Enriching jobs (Motivators) can be significantly less expensive in comparison to hygiene

 Supervisors can focus more on the future (planning) as opposed to the past (checking
work)

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   Expect and initial drop in quantity of work, followed by an increase in quantity
and quality

4. REFERENCE:

www.google.com

www.scribd.com

www.hbr.org

www.authorstream.com

BOOKS:

 The manager’s guide HR :- by Max Muller

 Human Resource Management :- Dessler, Verky.

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