Job Enrichment
Job Enrichment
Job Enrichment
By:
Matías López
Introducción
• Job enrichment in organizational development, human resources management, and
organizational behavior, is the process of giving the employee a wider and higher
level scope of responsibilitiy with increased decision making authority. This is the
opposite of job enlargement, which simply would not involve greater authority.
Instead, it will only have an increased number of duties
• The terminology used to refer to job enlargement is perhaps in the non-scientific
management of personnel labeled "multi-tasking". This perhaps is a violation of one
of the key principles of human achievement, namely, concentration of effort. One can
perhaps manage and work on a vareity of projects and still practice concentrated
effort , but multitasking as it is in the present used is so out of hand that it often
prevents an employee from getting done with any thing. Unrully multi-tasking may be
a less effective type of job enlargement.
Herzberg’s 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 existance
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.
Techniques