Describe the core characteristics
model of job enrichment. Explain how this model can provide guidance to
practicing managers.
ANSWER
According
to the core characteristics model of job enrichment that is shown in Figure
14.7 of the textbook, an enriched job will be high on the following core job
characteristics:
• Skill variety the
degree to which a job requires a variety of different activities to carry out
the work and involves the use of a number of different skills and talents of the individual.
• Task identity the
degree to which the job requires the completion of a “whole” and identifiable
piece of work; that is, one that involves doing a job from beginning to end
with a visible outcome.
• Task significance the
degree to which the job
has a substantial impact on the lives or work of other people elsewhere in the
organization or in the external environment.
• Autonomy the degree to which the
job gives the individual substantial freedom, independence, and discretion in scheduling the work and in
determining the procedures to be used in carrying it out.
• Feedback from the job itself the
degree to which carrying out the work activities required by the job results in
the individual obtaining direct and clear information on the results of his or her
performance.
The core job characteristics directly
impact three critical psychological states. Skill variety, task identity, and
task significance affect experienced meaningfulness of work; autonomy
influences experienced responsibility for the outcomes of the work; and
feedback affects knowledge of actual results of work activities. The critical
psychological states, in turn, influence the following job outcomes: high
internal work motivation, high growth satisfaction, high general job
satisfaction, and high work effectiveness. The core job characteristics will
not affect everyone in the same way. Employees who have high growth-need
strength and the requisite knowledge and skills, and are satisfied with the
work context will respond more favorably to enriched jobs.
For those employees who will likely
respond favorably to job enrichment, managers can improve core job
characteristics. Managers can do this in the following ways:
• Form natural units of work make
sure that the tasks people perform are logically related to one another and
provide a clear and meaningful task identity.
• Combine tasks
expand job responsibilities by pulling together into one larger job a number of
smaller tasks
previously done by others.
• Establish client relationships put
people in contact with others who, as clients inside and/or outside the
organization, use the results of their work.
• Open feedback channels
provide opportunities for people
to receive performance feedback as they work and to learn how performance
changes over time.
• Practice vertical loading give
people more control over their work by increasing their authority for planning
and controlling activities previously done by supervisors.
Source: Management, 11th Edition
& 12th Edition- John R. Schermerhorn
All the points that you have mentioned here are true without any doubt. Doing a job could get hard at times, but if you are in a environment where you can manage to maintain both work and balance together, it can be easy. Plus the managers and leaders of the organisations impacts greatly on the performance of a person. They should now how to uplift the employee, How to inspire the employee and how to make the employee feel worthy for the job that he is doing.
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