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Sunday 1 January 2012

Giving Away Property

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The value of human resources can not be found anywhere on a balance sheet.


However, employees of an organization are extremely important assets, often providing


organizations with a competitive advantage. These valuable assets can also prove to be


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very costly for an organization. Organizations now take measures that recognize human


resources as people with psychological needs in the hopes of making jobs more


meaningful and satisfying to the employees. Job enrichment is an approach that


organizations can take in order to redesign jobs, creating job satisfaction by including


more challenge and responsibility in jobs, making these jobs more appealing to most


employees in the hopes of creating employee motivation. The underlying concept of job


enrichment is that enriched jobs will fulfill employees’ psychological needs, resulting in


satisfied and motivated employees who will enjoy their jobs and, therefore, exert more


effort in performing these jobs.


There are many reasons that employees may desire an enriched job. For example,


through job enrichment, employees will be allowed to demonstrate their initiative and


ability to learn new skills. Also, employees may gain valuable on-the-job experience and


skill variety that may aid the employees in attempts to advance to higher levels in the


organization. Learning new skills may also open doors of opportunity that allow


employees to increase their pay or to obtain a more exciting job that requires these skills.


Job enrichment should bring new life to boring, monotonous jobs, making work for many


employees much more enjoyable.


Organizations also may benefit from job enrichment. Job enrichment that allows


employees to develop more skills will also allow management flexibility in staffing


internally, if internal staffing is desirable. This flexibility may be particularly


advantageous during busy times. In addition, job enrichment may allow management to


more accurately determine which employees will excel in higher-level positions before


they are actually put into these positions. Plus, job enrichment that creates more


meaningful work should decrease or eliminate worker alienation. Jobs that lack meaning


may result in decreased quality of work performed, absenteeism, and turnover, all


resulting in low productivity that is costly to organizations. If organizations can provide


meaningful jobs through job enrichment, the inverse results that may occur are increased


quality of work performed, reduced absenteeism, and low turnover. Instead of having


alienated workers, organizations may find that their employees perceive their jobs as


truly a part of their lives, not simply as a means for obtaining a regular paycheck.


This research paper looks at the work in the field of job enrichment of early


pioneers, Fredrick Herzberg , Richard Hackman, and Greg Oldham and the contributions


that they have made. Also, current terms associated with job enrichment such as job


enlargement, job redesign, and empowerment are defined. A closer look at applying


empowerment practices is presented at the conclusion of the paper.


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