Job enlargement needs more observation, whereas job enrichment needs comparatively less consideration. Job enlargement is an economical process because more than one duty is performing by the same person, while job enrichment is a costly process because the training cost is more than the growth of production.
Job enlargement is a way of formatting a job in which the task is linking to a particular situation and increasing the job as well. The concept of job enlargement is computably growing the scope of a job. The objective of job enlargement is to decrease the dullness in performing a jobless task, the outcome of job enlargement is sometimes positive and sometimes negative, and there is no need for additional capabilities in the case of job enlargement.
Job enlargement is horizontally developing, it needs more observation, and it is a cost-effective process because more than one liabilities are performing by a similar person, it is an effort of an organization to decline the deadliness of the boring task.
In this method, a few tasks are adding to the current job, which is the same in nature; because of adding some variety in the post, it becomes more interesting for the jobholders. It is cumulating the amount of gratification among the workers because the single employee is assigning the entire or the final part of the scheme, in the job enlargement the corporal and the mental capabilities of a worker are utilizing; however, the jobs should be expanding to a restricted level The job enlargement is also increasing the task variation that is reducing the boredom in performing the job.
The job enrichment is such way that is using to inspire the labors by adding more duties in the jobs, the concept of the job enrichment is computably scattering the variation of the actions acting by the workers. The main objective of job enrichment is to create the job more fascinating, thrilling, and innovative. The outcome of job enrichment is always positive. Job enrichment is vertically developing. They proposed that there are job characteristics that lead to meaningfulness, motivation, and performance.
Job enrichment is the process of adding motivators to existing jobs to increase job satisfaction. The validity of this model was assessed through a meta-review of nearly studies on the model. The results of the analysis showed support for the different job characteristics, although there was some debate about the exact number of dimensions. Since the topic of job enrichment has been so well-established in the literature, we will use some older sources as they are still the go-to place for this technique.
As mentioned in our definition, the main goal of job enrichment is to create motivation, higher satisfaction, and work quality improvements for employees. The results of job enrichment can be categorized in psychological states and personal and work outcomes.
Examples of psychological states are meaningfulness, responsibility for the outcomes of the work, and knowledge of the actual results and impact of the work. Do you have the competencies needed to remain relevant? Take the 5 minute assessment to find out! One could imagine that job enrichment could also lead to decreased satisfaction due to the increasing intensity and scope of the work. This has not been found in the literature. Rather, the increasing intensity and scope are experienced as a motivational variable.
The exception is workers with low growth needs or with low knowledge and skills. Other advantages include that people experience their jobs as being more enriched, show higher job involvement, internal motivation, and increased loyalty. A study by Niehoff and colleagues showed that job enrichment led to higher loyalty in the high-stress environment of a downsizing company.
In this situation, job enrichment was successfully used as a way to retain people. Interestingly, job enrichment does not necessarily lead to greater productivity. The JDS is a framework that helps to calculate a motivating potential score. The basis for the JDS is the assumption that motivation consists of meaningfulness, autonomy, and feedback.
Per job, a score is identified and calculated for each of these factors. The motivating potential score is a function of these three states, illustrated by the figure below.
In the figure, two jobs are compared. Job A scores around 6. Job B scores significantly lower, bringing its motivating potential score to less than In this section, we will go over a series of job enrichment interventions. All these interventions are aimed at increasing skill variety, task significance, broadening roles, and increasing autonomy.
Job Diagnostic Survey. The first intervention is the JDS we discussed previously. I mention this here as this is often the starting point of any enrichment intervention. These interventions should be aimed at jobs with low motivating potential scores. Creating natural work units. The formation of natural work units is about grouping interrelated tasks together. This creates ownership of the tasks and allows the employee to see the result of their work, leading to an increase in ownership, task identity, and perceived task significance.
Combining tasks. Divided jobs can be put together to create broader, more rewarding jobs. Separate tasks were combined so that each operator would completely assemble, inspect, and ship a hotplate.
This meant that each assembler could identify with a finished product and self-inspect it, leading to greater task significance, autonomy, and feedback.
Quality circles. Quality circles, or Kaizen groups, are groups of employees who regularly meet to consider ways of resolving problems and improving productivity in their organization. These small groups increase participatory management and lead to more task identity and autonomy. Suggestion programs. In line with quality circles, Employee Suggestion Programs ESP encourage employees to offer suggestions that improve the performance and quality of their work.
Sometimes cash awards are awarded for employees whose ideas are implemented or result in savings or revenue. Task teams. A task team, task force, or task group is a unit established to work on a single defined task or activity.
Originally introduced by the United States Navy, it is now used in business settings as well. Similar to the quality circle, a group of employees works together to come up with improvements related to a specific business activity, often overseen by a manager. The simple act of giving regular feedback may be the easiest job enrichment intervention of them all. Autonomy is another key part of the motivating potential of a job. Any intervention that can increase autonomy will lead to an increase in motivating potential.
Examples include being able to determine when one takes a break or being made responsible for a project or process. Deci and Ryan propose that motivation is created through three drivers, a need for autonomy, a need for competence, and a need for relatedness.
A purpose for doing the work can help in creating relatedness to the work. A clearly stated and identifiable purpose will increase task significance. The expertise of the communications team proved helpful in this stage and it enabled them to draft a communication strategy earlier that connected with the problems of the users that the new software tool was solving.
With an increasing number of tasks being automated or digitized, roles will naturally shrink and become more specialized. Job enlargement is a good way to enrich these jobs, making them more varied by adding additional tasks. Enlarging highly specialized jobs leads to a number of advantages: it creates a wider range of activities, it reduces monotony, it teaches a variety of skills and helps career growth, it earns a higher wage and it gives more autonomy, accountability, and responsibility.
Job enlargement has a number of drawbacks: lower efficiency, lower quality, job creep, and increased training levels and costs. Future-proof your career in HR by continuously expanding your skill set with the latest and most relevant HR skills. Erik van Vulpen is an expert in shaping modern HR practices by bringing technological innovations into the HR context.
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