Job design for Motivation

 

Job design for Motivation

To increase the motivation of employees, three types of job designs can be recommended as follows:
 Job enlargement
 Job enrichment
 Job rotation

Job enlargement means that expansion of the content of the existing job of a worker including novel responsibilities and tasks. Furthermore, job enlargement is increased the number of operations in which a worker is involved and this is a horizontal expansion of the job. So, job enlargement uses to enhance the scope in nature of a particular job but not in a qualitative and at the same level. The second job design of job enrichment is an action to develop highest challenge and responsibility into a job. This is relied upon the theory which satisfaction of employee and interest is a function of the job content. Thereby, this is a vertical expansion of a job. Under the psychological states and personal and work outcomes, advantages of job enrichment can be divided. Meaningfulness, responsibility for the results of the work and knowledge of the real results and impact of the work are main benefits of psychological states. Increased motivation, high-quality performance of the job, high employee job satisfaction, lower absenteeism rate, lower employee turnover rate and best worker experience are important advantages of work outcomes. The final job design of job rotation is considered as a systematic moving of employees at the similar level in a firm from one job to another. Job rotation is highly initiated at the shop floor employees within a firm because need to relieve their boredom and monotony. This is also offers for organizational managers in order to offer widen experience of the company. Through the job rotation, success planning, creation of right employee-job fit, exposure of employees to all verticals of the organization, development of wider range of work experience are main highlights facts in this job design in order to increase the employee motivation (Dell & Twila, 2005).

Suggestions for Managers 

To increase the employee motivation, few suggestions were made using some insights from the expectancy theory.Based on the mentioned information regarding the expectancy theory, effort to performance relationship is generally called as ‘expectancy’ which indicates that employee’s perception of how feasible it is that expressing a stated amount of effort will guide towards good performance. Thereby, to increase the ability of employee to perform, managers can ensure that workers have skills for the task while providing training and assigning reasonable tasks and goals for them. The second relationship of performance to rewards, it is called as ‘instrumentality’. It indicates that employee’s view of whether acting at a specific level will guide to the accomplishment of a predicted result. To increase this instrumentality of an employee, managers can observe and recognize their performance while delivering rewards as promised and indicating to employees how past better performance led to highest rewards. Finally, reward to personal goal relationship is called as ‘valence’. This is indicated that extent to which company’s rewards satisfy an employee’s personal goals or requirements and the allure of those future rewards for the worker. Here, managers should ensure that reward is meaningful to all employees. To successful achievement of valence of an employee, managers should ask employees what rewards they value and give rewards which are valued their employees (Armstrong, 2009).  

References

Armstrong, M., 2009. Armstrong´s handbook of human resource management practice. London: Kogan Page.

Dell & Twila, 2005. Motivating at work. London: Free Press.