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FINAL PROJECT PROPOSAL

EFFECT OF JOB ENRICHMENT & JOB ENLARGEMENT ON

EMPLOYEES PERFORMANCE

Submitted By:

Muhammad Waseem

MC180400830

SESSION-Semester Fall-2020

Department of Management Sciences,

Virtual University of Pakistan

Table of Contents:

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Chapter No 1: Page #

1.1 Introduction -------------------------------------------- 3

1.2 Background----------------------------------------------4

1.3 Objectives ------------------------------------------------6

1.4 Significance ----------------------------------------------6

Chapter No 2: Methodology

2.1 Type of Research --------------------------------------8

2.2 Data Collection Sources------------------------------8

2.3 Data Collection Tool ----------------------------------8

2.4 Subjects/Participants ---------------------------------9

2.5 Data Collection-----------------------------------------9

2.6 Data Processing and Analysis-----------------------10

2.7 Conclusion ----------------------------------------------10

2.8 Reference------------------------------------------------11

Chapter No 1:

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1.1 Introduction:

Organizational performance is affected by various factors including satisfaction of

job level, which is influenced by the nature and design of the assigned tasks. Employee needs in
an organization vary and in the same way the needs are to be met in different ways. Armstrong
(2003) defines job design as the methods of performing tasks, aimed at meeting the needs of the
organization as well as the job holder. According to Shakeela Saleem et. (2012) it is recognized
that employees’ performance can be enhanced by increasing their satisfaction level. And the
satisfaction level can be enhanced by enriching and enlarging their jobs in the organization.
However, Konrad and Mangel (2000) emphasized that job satisfaction can be increased by
implementing work-life balance policies by reducing conflict between work and family [9]. In
other term, satisfaction creates confidence, loyalty and ultimately improves the quality output
from the employees (Tietjen and Myers, 1998).[10] The author further reveals that job design
ensures that the assigned tasks match their skills and interests. Job enlargement being one of the
forms of job design is aimed at improving job satisfaction, improve output, work quality and
reduce employee grievances and dissatisfaction. According to Atkinson (1984) job enlargement
aims at meeting the personal needs of employees by re-organizing and restructuring work such
that the nature and content of the assigned tasks meets the social and personal needs of
employees. Job enlargement if well applied is very important in any organization because it
enhances positive effects on the productivity of its employees. Hellgren and Sverke (2001)
posit that as a result of the increase in the pressure of work it is worthwhile to transform
employees work activities and expose them to broader levels. Job enlargement impacts on
motivational and satisfaction levels and organizational level of commitment.

Job enlargement and job enrichment are both used as techniques for employee motivation and
satisfaction. However, they differ a lot from each other. The critical difference is job
enlargement is a horizontal expansion of duties and tasks across the same organizational level,
whereas job enrichment is the vertical expansion of the roles, responsibilities, authority and
activities along with the different hierarchical levels.

Job enlargement is a technique used for motivating the semi-skilled or unskilled workers and
may be misinterpreted as work overload without a good hike in salary. Job enrichment is used
for development and satisfaction of the skilled employees which is usually taken as a reward of
good work.
Job Enlargement helps in reducing the boredom which employees get by performing the same
task. Job Enrichment helps in making the job more challenging, satisfying to the employee.
Job Enlargement does not require the employee to learn new higher level skills to perform the
job. According to the William J. Paul, Jr., Robertson, Frederick
From the Magazine (March 1969)
In his pioneering article, “One More Time: How Do You Motivate Employees?”1 Frederick
Herzberg put forward some principles of scientific job enrichment and reported a successful
application of them involving the stockholder correspondents employed by a large corporation.
According to him, job enrichment seeks to improve both task efficiency and human satisfaction
by means of building into people’s jobs, quite specifically, greater scope for personal
achievement and its recognition, more challenging and responsible work, and more opportunity
for individual advancement and growth. It is concerned only incidentally with matters such as

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pay and working conditions, organizational structure, communications, and training, important
and necessary though these may be in their own right.

1.2: Background:
Job enrichment is a process that is characterized by adding dimensions to
existing jobs to make them more motivating. Examples of job enrichment include adding extra
tasks (also called job enlargement), increasing skill variety, adding meaning to jobs, creating
autonomy, and giving feedback. The authority to the employees can be granted individually or in
a group form according to the requirements of the company and of the job nature (Howell, 1967;
Amacom, 1973; Walton, 1972). The participation of the employees in decision making may
affect the motivational level of the employees or may not (Vroom, 1964; Maier, 1963; Bryan
& Locke, 1967; Likert & Rensis, 1967; Latham & Yukl, 1975; Locke, 1968, Oriorne, 1970).
Job enlargement is basically referred to a situation when workers are
rotated on different positions and assigned some extra duties to be performed during his normal
routine (Dessler, 2005, p.138). The job enlargement also effects the motivational level,
satisfaction level and the organizational commitment level (Morrison, 1994; Hellgren &
Sverke, 2001; Chung & Ross, 1977).
Herzberg's approach of Orthodox Job Enrichment shall be followed to organize and to begin to
analyze research that has been done. Representative studies shall be analyzed in terms of to what
extent they reflect Herzberg's criteria of a good job. Herzberg's conceptualization of job
enrichment is one approach, there are others, e.g. job participation, socio-technical systems,
industrial democracy, quality of work life, organizational development and the Hackman-

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Oldham Model. Herzberg's criteria will then be analyzed in terms of feedback parameters and
associated performance-incentive relationships. The reason for using the Herzberg model is that,
since he was the first researcher to develop the concept of job enrichment, a number of studies
have been undertaken to test the feasibility of his approach. Such research has continued to
dominate the field and the other models are commonly presented as deviations from Herzberg's
model. Although historically Herzberg's model was developed out of his motivator-hygiene
theory, the value of the model is not dependent upon that theory. The present analysis focuses on
potential feedback to the employee that results from the manipulation of the job. Job features of
the Herzberg model are seen as increasing the base for feedback emanating from the task itself.
What shall be looked into is what changes were made on the job and what type of feedback was
made possible by the facet of change. Results are presented in tabular form in the next chapter.
Changes that are. Not immediately related to job redesign like promotions and transfers are not
considered. Orthodox Job Enrichment This approach flows directly from the work of Herzberg
and his associates. The basis of the idea is that motivators are factors meeting man's need for
psychological growth, especially achievement, recognition, responsibility, advancement and
opportunity. These factors are concerned with the job content. Herzberg sees orthodox job
enrichment as based on observed relationships between ability (both potential and - opportunity)
and on the results of performance reinforcement. The first relationship (ability to potential)
determines what an individual can do, which relationship naturally leads to personnel selection
and classification, that is getting people into jobs where their abilities can be manifested, and into
training programs to develop the abilities they lack to do a job well. The second relationship
(ability to opportunity) determines how much of the individual's talent is permitted to show
itself. A person can't be motivated to do a goodjob unless there is a "good" job to do. Most
people have more ability or potential ability than their fractionated jobs allow them to use or
develop. The third variable is the nature of reinforcement that results from job performance.
Reinforcement has been classified as either intrinsic or extrinsic. The latter includes all those
potential reinforcement operations controlled by the employer such as pay, fringe benefits and
promotions. The former is considered extremely important because of the potential for both
increasing performance and for improving the general level of personal satisfaction of workers. It
occurs more naturally as a consequence of the tasks associated with the job. It sometimes refers
to those thoughts or feelings that occur within the individual and that reinforce behavior, such as

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any feeling of satisfaction at one’s own performance (Miller, 1978). Appraisal systems in most
organizations emphasize extrinsic consequences of work performance like pay, bonuses, etc.
(hygiene factors). Potentially more effective reinforces for achievement include more
immediately and readily manipulated items such as the opportunity for further achievement
through new opportunities. These factors must be integrated into a systematic motivation
program.
1.3 Objectives:
The objective of the research is to find that is there any relation between job enrichment,
job enlargement, employee satisfaction and the employee performance. Here employee
satisfaction is dependent variable, employee performance is the intervening variable and job
enrichment & job enlargement are the independent variables. The idea behind our research is to
check out that employee satisfaction is affected. Time period for that research is one month.
Objectives of the research are as follows:
 To study job enlargement and job enrichment practices
 To measure the employees perceived performance.
 Find out the link between job enrichment and enlargement.

1.4 Significance:

In any organization employers and company managers find out opportunity

which can growth employee fulfillment because performance of employee depends on level of
satisfaction on job and in organization. Meanwhile company’s objectives and mission are also
needful of employee performance. The history has proved that management of any organization
duty is to study employee’s perspective in designing job description of each position and give
importance on enriching the job-related concepts in the given society. Here are some important
points:
 Job satisfaction
 Enhances skills
 Reduces absenteeism and turnover
 Better decision making
 Decrease of superior workload

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Chapter No 2:

2.1 Type of Research:

In this research Quantitative (Correlational research) method shall be used
because Quantitative methods emphasize objective measurements and the statistical,
mathematical, or numerical analysis of data collected through polls, questionnaires, and surveys,
or by manipulating pre-existing statistical data using computational techniques. In this research
we are essentially trying to find out the effect of job enhancement and job expansion on the
employee fulfillment keeping employee performance as dominant variable.

2.2 Data Collection Sources:

In this research primary source will be the employees and secondary sources will
be books, internet, and surveys, shall be used because primary sources provide raw information
and first-hand evidence. Examples include interview transcripts, statistical data, and works of art
which shall be effective for research. The data shall be collected from various organizations in
Multan region. Main focus is on registered organizations.

2.3 Data Collection Tool:

The questionnaire used in the present study is adopted from the research studies of Bryan
& Locke (1967), Latham &
Baldes (1975), Latham & Kinne (1974), Latham & Yukl (1975), Ronan, Latham, & Kinne (1973),
Herzberg & Frederick
(1968), Myers (1970), Raja (1974). The questionnaire consisted of 13 items for job enrichment and 9 items
for individual
Performance with closed ended questions on a five point Likert scale ranging from 5 – strongly agree to 1
– strongly
Disagree.
Earlier researches had revealed that demographic variables had a vital role to play in any type of studies.
Whatever the
Study may be, the demographic variables had a considerable impact on the dependent variable of the study.
The
Researcher tried to understand demographic variables like age, sex and experience of the employees.
Likert scale is used.

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2.4 Subjects/Participants:
There are nearly round about more than 6000 workers are working that
organization and 250 number is selected for appropriate sampling data collection. Simple
Random sampling strategy is selected for the research because in this technique, all possible
subsets of a population are given an equal probability of being selected. There is no biasness.
A simple random sample is a randomly selected subset of a population. In this sampling
method, each member of the population has an exactly equal chance of being selected.

This method is the most straightforward of all the probability sampling methods, since it only
involves a single random selection and requires little advance knowledge about the population.

When to use simple random sampling

Simple random sampling is used to make statistical inferences about a population. It helps ensure
high internal validity: randomization is the best method to reduce the impact of
potential confounding variables.

In addition, with a large enough sample size, a simple random sample has high external validity:
it represents the characteristics of the larger population.

However, simple random sampling can be challenging to implement in practice. To use this
method, there are some prerequisites:

 You have a complete list of every member of the population.

 You can contact or access each member of the population if they are selected.
 You have the time and resources to collect data from the necessary sample size.

Simple random sampling works best if you have a lot of time and resources to conduct your
study, or if you are studying a limited population that can easily be sampled.

2.5 Data Collection:

The field work shall be done in Multan district. The data shall be collected by primary
source. There are many organizations but Chip Training and consultant in Multan district is well known
organization and has multiple units which can ease my research. The goal of this article is to give you a
clear idea of how to build a data pipeline that creates and sustains good data quality from the beginning. In

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other words, data quality is not something that can be fundamentally improved by finding problems and
fixing them. Instead, every organization should start by producing data with good quality in the first place.

Below lists 5 main criteria used to measure data quality:

 Accuracy: for whatever data described, it needs to be accurate.

 Relevancy: the data should meet the requirements for the intended use.

 Completeness: the data should not have missing values or miss data records.

 Timeliness: the data should be up to date.

 Consistency: the data should have the data format as expected and can be cross reference-able

with the same results.

2.6 Data Processing and Analysis:

Descriptive statistics and Regression analysis are suitable for this research. It can
handle many things. For example, you can use regression analysis to do the following.SPSS is
used for analysis.

 Model multiple independent variables

 Include continuous and categorical variables

2.7 Conclusion:

It can be applicable on any kind of organizations whether it is a public

organization or it is a private organization.

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2.8 Reference:

Aftab, H. & Javeed, A. (2012). The Impact of Job Stress on the Counter-productive Work

Behavior (CWB) A Case Study from the financial Sector of Pakistan.

AMACOM'S Editor. "Job Redesign on the Assembly Line: Farewell to Blue-Collar Blues?"

Organizational Dy-namics, Vol. 2 (1973), 51-67

Bryan, J. F., and E. A. Locke. "Goal Setting as a Means of Increasing Motivation," Journal of

Applied Psychology, Vol. 51 (1967), 274-277.

Chung, K. H., and W. D. Vickery. "Relative Effectiveness and Joint Effects of Three Selected

Reinforcements in a Repetitive Task Situation," Organizational Behavior and Human

Performance, Vol. 16 (1976), 114-142.

Dessler, G (2005). Human Resource Management 10th ed.,Pearson, Inc.

Hellgren & Sverke (2001). Unionized employees ´perception of role stress and fairness during

organizational downsizing: Consequences for job satisfaction, union satisfaction and well-being.

Economic and Industrial Democracy, 22, 543-567.

Howell, R. A. "A Fresh Look at Management By Objec-tives," Business Horizons, Vol. 11

(1967), 51-58.

Interdisciplinary Journal of Contemporary Research in Business, 4(7), 590. Baron, R. M. &

Kenny, D. A. (1986).

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Konrad, A.M., & Mangel, R. (2000). The Impact of Work-Life Programs on Firm Productivity.

Strategic Management Journal 21:1225-1237.

Latham, G. P., and G. A. Yukl. "Assigned Versus Partici-pative Goal Setting with Educated and

Uneducated Wood Workers," Journal of Applied Psychology, Vol. 60 (1975), 299-302.

Likert, Rensis. New Patterns of Management (New York: McGraw-Hill, 1967).

Locke, E. A. "Toward a Theory of Task Motivation and Incentives," Organizational Behavior

and Human Per-formance, Vol. 3 (1968), 157-189

Maier, N. R. F. Problem-Solving Discussions and Confer-ences: Leadership Methods and Skills

(New York: Mc- Graw-Hill, 1963).

Odiorne, G. S. Management-By-Objectives (New York: Pitman, 1970).

Saleem Shakeela, Shaheen Wasim Abbas, Saleem Rashada (2012) The Impact of Job

Enrichment and Job Enlargement on Employees Satisfaction keeping Employee Performance as

Intervening Variable: A Correlational Study from Pakistan, Arabian Journal of Business and

Management Review Vol. 1, No.9; May 2012.

Saleem Shakeela, Shaheen Wasim Abbas, Saleem Rashada (2012) The Impact of Job

Enrichment and Job Enlargement on Employees Satisfaction keeping Employee Performance as

Intervening Variable: A Correlational Study from Pakistan, Arabian Journal of Business and

Management Review Vol. 1, No.9; May 2012

Tietjen, M.A., & Myers, R.M., (1998), Motivation and Job Satisfaction. Management Decision

36/4 [1998] 226–231© MCB University Press, [ISSN 0025-1747]

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