JOB ENRICHMENT AND ORGANIZATIONAL EFFECTIVENESS
(A STUDY OF KEN SARO-WIWA BORI, RIVERS STATE)
Abstracts
This research work examines the relationship between Job enrichment and organizational effectiveness (a case study of Ken Poly Bori, Rivers State). The specific objectives are to examine the relationship between skill variety and innovativeness of Ken Poly Bori, to examine the relationship between task identity and adaptability of Ken Poly Bori, to find out the relationship between task significance and competitiveness of Ken Poly Bori and to determine the relationship between employee autonomy and community relation of Ken Poly Bori. The population of the study was made to be one hundred (100) senior and junior staff of Ken Saro-Wiwa Polytechnic, Bori. The Taro Yemen’s formula was used to determine a sample size of 80. A self-designed questionnaire on Job Enrichment and Organizational Effectiveness was used and administered for the collection of data from the respondents in Ken Saro-Wiwa Polytechnic, Bori, River State. The chi-square statistical test was employed. This test was used due to the nature of the questionnaires designed for the purpose of the hypothesis testing. Findings revealed that there is a significance relationship between job enrichment and organizational effectiveness. Based on the findings, possible recommendations were made that organizations should formulate and implement policies that will make co-workers to be commending their efforts for executing tasks successfully as this may be a motivation and challenge to those who perform below expectations. The salary of workers should also commensurate their efforts so as to increase their morale and commitment. Also Organization should have confident in employees to perform a given task and achieve result – hence, encouraging job autonomy. This will enhance “intention to stay” – thereby, reducing employees’ turnover rate.
TABLE OF CONTENTS
CHAPTER 1_ 1
INTRODUCTION_ 1
1.1 Background to the Study_ 1
1.3 Objectives of the Study_ 5
1.4 Research Questions 6
1.5 Research Hypothesis 6
1.6 Significance of the Study_ 7
1.7 Scope and Delimitations of the Study_ 7
1.8 Definition of Terms 8
CHAPTER 2_ 10
LITERATURE REVIEW_ 10
2.1 Conceptual Framework_ 10
2.1.1 Construct of Job Enrichment 11
2.1.2 Dimensions of Job Enrichment 13
2.1.3 Organizational Effectiveness 15
2.1.4 Measures of Organizational Effectiveness 16
2.1.5 Job Enrichment and Organizational Effectiveness 18
2.2 Theoretical Framework_ 21
2.3 Empirical Framework_ 22
CHAPTER 3_ 26
RESEARCH METHODOLOGY_ 26
3.1 Research Design_ 26
3.2 Population of the Study_ 27
3.3 Questionnaire Design_ 27
3.4 Source and Method of Data Collection_ 27
3.5 Sample and Sampling Techniques 28
3.6 Data Analytical Techniques 30
3.7 Reliability and Validity_ 31
CHAPTER 4_ 32
DATA PRESENTATION AND ANALYSIS_ 32
4.1 Data Collection and Presentation_ 32
Table 4.1 Questionnaires Administration and Retrieval 32
4.2 Data Analysis 33
Table 4.2: show age bracket of respondents 33
Table 4.3 showing sex of respondents 34
Table 4.4: showing Academic qualification_ 34
Table 4.5: Marital status 35
Table 4.6: Response showing relationship between skill variety and innovativeness of Kenpoly staff. 35
Table 4.7: Response showing relationship between task identity and organization adaptability. 36
Table 4.8: Response showing the relationship between task significance and market competitiveness. 36
Table 4.9: Response showing the relationship between employee autonomy and organizational performance 37
4.3 Testing of Hypothesis 37
4.1.0 Contingency Table 38
4.1.1 Chi-Square Table 39
CHAPTER 5_ 41
DISCUSSION OF FINDINGS_ 41
CHAPTER 6_ 43
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS_ 43
6.1 Summary_ 43
6.2 Conclusions 43
6.3 Recommendations 44
REFERENCES_ 46
APPENDIX I 51
APPENDIX II 52
CHAPTER 1
INTRODUCTION
1.1 Background to the Study
The construct “Job Enrichment” has become a fundamental tool for management in improving employees’ motivation and organizational growth. It occurs when an employer through development and intensification, place extra amount of work on employees with the aim of making it more interesting, meaningful and increasing job challenge and responsibility. Jobs are enriched to motivate employees by adding to their responsibilities with a greater need for skill varieties in their jobs.
Due to the rapid change in environment and increasing level of competitive rivalry, organizations are now beginning to shift from the traditional ideological orientation of seeing money as the greatest motivating factor to a situation where workers today will continue to value their work, have more control in scheduling their work and deciding how best the work should be done and to be esteemed for the work they do (Bratton, 2007 & Hower,2008). In job enrichment, workers derive pleasure and fulfilment in their position with a greater variety of skills (Kamal; Chris; Patterson; Robinso; Stride; Wall & Wood, 2008) and tasks that requires self- sufficiency (Behson, Eddy, & Lorenzet,2000). Job enrichment, according to Leach and Wall (2004) is a design of job that increases the volume of employees’ autonomy, control, skill varieties and responsibility which invariably helps to reduce rigidity, tediousness, lack of creativity and employees dissatisfaction. Frederick Hertzberg in the 1950s developed and sees job enrichment as’vertical loading’ of a job (Davoudi, 2013). This means that an enriched job should provide a range of tasks to be done with adequate Feedback mechanism, encouragement and communication. Leach & Wall (2002) posited that Job Enrichment is a vertical expansion of tasks with increase in employee control and responsibility. It is a vertical expansion, job enrichment is the systematic technique of “harnessing work processes and procedures for stimulating employees’ performance and satisfaction” (Robbins & Judge, 2011). This implies that workers can sense job dissatisfaction when they realize their jobs lack necessary challenge(s), lack of adequate recognition, respect, creativity and other motivators, repetitive procedures, or a highly bureaucratic and over-controlled authority structure.
Job enrichment, according to Kotila (2001) is a job design technique that is useful in providing autonomy and encouraging employees’ initiative towards high quality performance and job excellence. Mione (2004) sees Job enrichment as a managerial activity intended to provide employees with the necessary resourcing strategies to facilitate skill development opportunities. Enriching job brings about internal work motivation and not just more work for them to do. Hence, Job enrichment serves as a roadmap to job fulfillment by improving the level of employees’ responsibility, acknowledgement, creativity, autonomy and control of the job to be performed in the organization. Job enrichment is a motivational need given to an employee to increase the opportunity to optimally and effectively utilize his talents, abilities, and capacities towards the realization of organizational objectives. Brown, ( 2004) pointed out that the objectives of every organization becomes a dream and unrealistic if the workers’ needs and requirements are not satisfied. The ability to attain and accomplish the goal of an organization is associated with the composition of tasks of an individual worker through a coordinated job design that will encourage performance using various motivational methods (Behson, Eddy, & Lorenzet, 2000) and training programmes (Kotila, 2001).
The principle of job enrichment in the practice of human resource management has tremendously been seen as a dynamic process of increasing the work structures and processes with an environment that gives room for autonomy, flexibility, personal growth and satisfaction to the workplace (Aguinis, 2009). Several studies have indicated that when tasks are routine, monotonous, repetitive and unrewarding with an over controlled authority structure, workers tend to be highly dissatisfied, bored and demotivated. Job enrichment in organizational development has contributed in reducing these de- motivating factors by giving employees the right of decision making (Derek, & Laura, 2000), and control over their task in order to promote healthier performance to the workplace (Garman, Davis-Lenane, and Corrigan, 2003).
Though Brown (2004) argued that “Job enrichment doesn’t work for everyone”. The principle of individual differences indicate that some people tend to assume more responsibilities which later leads to skill varieties, self-sufficiency, personal growth and satisfaction while others resist (Hower, 2008). However, it can be reiterated that job enrichment becomes effective, meaningful and interesting to employees provided the tasks will increase job satisfaction and productivity. A comprehensive understanding of ‘‘why’ job enrichment is important for motivating workers to perform their tasks enthusiastically and relieve boredom will enable management in the public institutions to adopt strategic techniques that will help employees to focus more on job depth in order to gain more control over their duties.
1.2 Statement of the Problems
The problems of boredom and job dissatisfaction which consequently result in workers’ low productivity, delay in administrative performance, work stress, psychological breakdown, absenteeism and lateness and eventually withdrawal of services are common decimal in most public institutions. One possible reason for these developments is that workers in these institutions view their jobs as dead ends and therefore have no pride in their work. To prevent losing such valuable workforce to competitors as a result of boredom and job dissatisfaction, job enrichment could be an excellent means.
The problems of this study are:
- Lack of workers’ response to the elements of job enrichment at the work place.
- Unconducive employee work environment.
- Workers are not motivated in the organization.
- Inadequate training as it relates to individual Job.
Therefore, this study was conducted to investigate job enrichment and organizational effectiveness.
1.3 Objectives of the Study
The main purpose of the study is to examine the relationship between job enrichment and organizational effectiveness. The specific objectives are as follows:
- To examine the relationship between skill variety and innovativeness of Ken Poly Bori.
- To examine the relationship between task identity and adaptability of Ken Poly Bori.
- To find out the relationship between task significance and competitiveness of Ken Poly Bori.
- To determine the relationship between employee autonomy and community relation of Ken Poly Bori.
1.4 Research Questions
- To what extent does skill variety lead to innovativeness of Kenpoly Staff?
- Is there any significant relationship between task identity and organizational adaptability of Kenpoly?
- To what extent does task significance lead to market competitiveness in Kenpoly?
- What is the relationship between employee autonomy and community relation of Ken Poly Bori?
- To what extend does job enrichment leads to effectiveness of Ken saro Wiwa polytechnic?
1.5 Research Hypothesis
H0: There is no significance relationship between job enrichment and organizational effectiveness
H1: There is a significance relationship between job enrichment and organizational effectiveness.
1.6 Significance of the Study
The outcome of this study will be of immense benefit to a wide range of people. First, to the government and public policy makers, this study will help them appreciate the strategic importance of making and implementing a policy of inclusiveness that can fast-track environmental stability for business to serve, hence, promote friendly investment climate which is an impetus for increased foreign direct investment. The study will reveal to Ken Poly Bori management promote job enrichment in the organization in order for the organization to be effective and face their competitors.
1.7 Scope and Delimitations of the Study
The scope of this study is delimited into the followings:
- Content Scope: The specific areas of organizational effectiveness the study investigated include; community relations, organizational adaptability, market competitiveness, and innovativeness. Whereas the areas of job enrichment includes skill variety, task significance, autonomy, and task identity.
- Geographical scope: This study covers an examination of strategic contributions of Job enrichment on the effectiveness of Ken Saro Wiwa Polytechnic Bori, Rivers.
- Unit of Analysis: This is a macro study because it is interested in ascertaining the effectiveness of an organization in this direction.
In carrying out this research work, the researcher was constraint by lot of factors which include but not limited to the following:
Time Constraint: The time frame provision for this study was short.
Financial Constraint: Usually, a study of this nature involved some level of expenditure; therefore, finance was also a limiting factor.
1.8 DEFINITION OF TERMS
Adaptability: This is the ability of an organization to adapt to relevant changes that take place in the business environment.
Autonomy: This is the ability of an employee to act and make decisions without being controlled by management.
Community Relations: This is the extent to which an organization relates effectively with the community in which it operates.
Competitiveness: This is the ability of an organization to be as good as or better than others. Also, to gain competitive advantage over rival organiziations.
Innovation: This involves a better way of doing things. It also encompasses creativity. In other words, it is the process of translating an idea into a good or service that create value or for which the customer will pay.
Job Enrichment: This is a dynamic process of increasing the work structure of an employee with an environment the gives room for flexibility, personal growth and satisfaction.
Organizational Effectiveness: This is the ability of an organization to achieve its set goals and objectives.
Skill Variety: This is the ranges of relevant skills and abilities possessed by an employee to perform a specific job.
Task significance: This is a measure of impact that determines an extent to which an employee’s measurable and identifiable task affects tasks of other employees within or outside their organization.
Task Identity: Task identity is the degree to which a job requires completion of a “whole” and identifiable piece of work.