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Abstract
This research work examines the relationship between Job enrichment and organizational productivity. The survey research design was employed for the study. The population of the study was derived to be one hundred (100) senior and junior staff from selected commercial Banks in Port Harcourt. The taro Yemen’s formula was used to determine a sample size of 80. A self-designed questionnaire on Job Enrichment and Organizational productivity was used and administered for the collection of data from the respondents in the selected commercial Banks in Port Harcourt. The simple percentage was used to analyze the response. 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 productivity. This study was guided by Fredrick Herzberg’s two factor theory. The tenet of this theory was that it explains the value employees placed on their work; and emphasized the process where motivators or satisfiers are concerned with job content, while the hygiene factors or dissatisfiers are more concerned with the enrichment in which the job is performed. 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
Title Page i
Declaration iii
Certification iv
Dedication v
Acknowledgements vi
Abstract vii
Table of Contents viii
List of Tables x
List of Figure xi
CHAPTER ONE 1
INTRODUCTION 1
1.1 Background of the Study 1
1.3 Objectives of the Study 5
1.4 Research Questions 5
1.5 Research Hypothesis 6
1.6 Significance of the Study 6
1.7 Scope and Delimitations of the Study 6
1.8 Definition of Terms 7
CHAPTER TWO 9
LITERATURE REVIEW 9
2.1 Conceptual Framework 9
2.1.1 Construct of Job Enrichment 9
2.1.2Dimensions of Job Enrichment 11
2.1.3 Concept of Organizational Productivity 13
2.1.4 Measures of Organizational Productivity 14
2.1.5 Job Enrichment and Organizational Productivity 15
2.2 Theoretical Framework 16
2.3 Empirical Framework 18
CHAPTER THREE 21
RESEARCH METHODOLOGY 21
3.1 Research Design 21
3.2 Population of the Study 21
3.3 Questionnaire Design 22
3.4Source and Method of Data Collection 22
3.5 Sample and Sampling Techniques 23
3.6Data Analytical Techniques 24
3.7 Reliability and Validity 25
CHAPTER FOUR 26
DATA PRESENTATION AND ANALYSIS 26
4.1Data Collection and Presentation 26
4.2 Data Analysis 27
4.3Testing of Hypothesis 31
4.4 Discussion of Findings 34
CHAPTER FIVE 37
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS 37
5.1 Summary 37
5.2 Conclusions 37
5.3 Recommendations 38
References 39
Appendix I 44
Appendix II 45
List of Tables
Table 4.1: Questionnaires Administration and Retrieval 26
Table 4.2: Show age bracket of respondents 27
Table 4.3: Showing sex of respondents 27
Table 4.4: Showing academic qualification 28
Table 4.5: Marital status 28
Table 4.6: Response showing skill variety associate with organizational productivity in some selected commercial banks in Port Harcourt. 29
Table 4.7: Task identity associate with organizational productivity in some selected commercial banks in Port Harcourt. 29
Table 4.8: Response showing if task significance influence organizational productivity in some selected commercial banks in Port Harcourt 30
Table 4.9: Response showing if employee autonomy associate with organizational productivity in some selected commercial banks in Port Harcourt. 31
Table 4.10 Contingency Table 32
Table 4.11 Chi-Square Table 33
List of Figure
Fig. 2.1: A Conceptual framework showing relationship between Job Enrichment and Organizational Productivity. 9
Chapter One
Introduction
1.1 Background of 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 fulfillment 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.
Mah’s (2003) defined productivity as the measure of how well resources are brought together in organization and utilized for accomplishing a set of goals. It involves reaching the highest level of performance with the least expenditure of resources.
The above definition is two-tie. The first involves a set of result or performance. Performing or accomplishing a set of result refers to the effectiveness in reaching a mission, a planned achievement or a needed value without serious regard for the cost incurred in the process. Certainly, accomplishing a set of result is by far the most important focus of the productive concept because without it there is no productivity. The second part involves consuming resources without which achievements are not likely to happen and productivity cannot exist. It specifies the number type and level of resources needed, e.g. plant capacity, cost, raw materials, personnel, facilities, capital, technology. How well these resources are brought together refers to the efficiency of achieving results with minimum exposure of the resources. High productivity suggests minimum use of resources. From the foregoing therefore, the study seeks to examine the relationship between job enrichment and organizational productivity in selected commercial Banks, in Port Harcourt.
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, un-conducive employee work environment, Workers are not motivated in the organization and Inadequate training as it relates to individual Job. Therefore, this study determined to investigate the relationship between job enrichment and organizational productivity in some selected commercial banks in Port Harcourt.
1.3 Objectives of the Study
The main purpose of the study is to examine the relationship between job enrichment and organizational productivity in some selected commercial banks in Port Harcourt. The specific objectives are as follows:
1. To examine the relationship between skill variety and organizational productivity in some selected commercial banks in Port Harcourt.
2. To examine the relationship between task identity and organizational productivity in some selected commercial banks in Port Harcourt.
3. To find out the relationship between task significance and organizational productivity in some selected commercial banks in Port Harcourt.
4. To determine the relationship between employee autonomy and organizational productivity in some selected commercial banks in Port Harcourt.
1.4 Research Questions
With the above objectives in focus, the study seeks to find answers to the following questions:
1. To what extent does skill variety associate with organizational productivity in some selected commercial banks in Port Harcourt?
2. What is the extent to which between task identity associate with organizational productivity in some selected commercial banks in Port Harcourt?
3. Does task significance influence organizational productivity in some selected commercial banks in Port Harcourt?
4. Does employee autonomy associate with organizational productivity in some selected commercial banks in Port Harcourt?
1.5 Research Hypothesis
HA: There is no significance relationship between job enrichment and organizational productivity in some selected commercial banks in Port Harcourt
HA: There is a significance relationship between job enrichment and organizational productivity in some selected commercial banks in Port Harcourt.
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 commercial banks management to 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 productivity the study investigated include; efficiency, effectiveness and market share. 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 productivity in some selected commercial banks in Port Harcourt.
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 organizations.
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.
Organization: An organized group of people with a particular purpose, such as a business or government department.
Organizational Productivity: A measure of the efficiency of a person, machine, factory, system, etc., in converting inputs into useful outputs.
Productivity: The state or quality of being productive.
Organizational productivity: 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.
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