Complete Material Cost #3,000
Order for Complete Material now
Abstract
The study is determined to examine the relationship between job enrichment and organizational resilience. In this study, the survey research design was adopted. The study was designed to focus on selected manufacturing firms in Port Harcourt, Rivers State. The population of the study is (120) senior and junior staff of three selected manufacturing firms in Port Harcourt which include Berger paint Trans-Amadi, First Alluminium Trans-Amadi and Hidoz Group Limited GRA Port Harcourt. The Taro Yemen’s formula was used to determine the sample size of 96. Data collection was done using a structured questionnaire. The chi-square statistical test was employed. The hypotheses were tested electronically with SPSS Version 22. Finding revealed that there is a positive relationship between skill variety, task identity and task significance and organizational resilience. Based on the findings of the study, we recommend that organizations should embark on training and development of its manpower so as to make job enrichment successful. This will enhance competences and confidence in the employees and management should introduce more of job enrichment programmes such as vertical loading and quality management into the task structure of the staff in the banking industry.
Table of Contents
Certification Error! Bookmark not defined.
Dedication Error! Bookmark not defined.
Acknowledgements Error! Bookmark not defined.
Abstract 49
List of Tables 52
List of Figures 53
1.3 Objectives of the Study 4
1.4 Research Questions 5
1.5 Research Hypotheses 5
1.6 Significance of the Study 6
1.7 Scope/Delimitation of the Study 6
1.8 Definition of Terms 6
CHAPTER 2 8
REVIEW OF RELATED LITERATURE 8
2.1 Conceptual Framework 8
2.1.1 Concept of Job Enrichment: 8
2.1.2 Dimensions of Job Enrichment: 13
2.1.3 Concept of Organizational resilience: 14
2.1.4 Measures of Organizational resilience: 14
2.2 Theoretical Framework 17
2.2.1 Frederick Herzberg’s two-factor theory (Herzberg, 1959). 20
2.3 Empirical Review 20
CHAPTER 3 23
RESEARCH METHODOLOGY 23
3.1 Research Design 23
3.2 Population of the Study 24
3.3 Sample Size Determination 24
3.4 Sampling Techniques 25
3.5 Source and Method of Data Collection 26
3.6 Methods of Data Collection 26
3.7 Questionnaire Design 27
3.6 Data Analytical Techniques 28
3.7 Reliability and Validity 29
CHAPTER 4 30
DATA PRESENTATION AND ANALYSIS 30
4.1 Data Collection and Presentation 30
4.2 Data Analysis 31
4.3 Discussion of Findings 39
Appendix I 47
Appendix II 48
List of Tables
Table 4.2: showing the age of respondents 31
Table 4.3: Showing the Gender/Sex of Respondents 31
Table 4.5: Showing the Marital Status of Respondents 32
Table 4.1: Questionnaire Administration and Retrieval 30
List of Figures
CHAPTER 1
INTRODUCTION
1.1 Background of the Study
Organizational resiliency refers to an organization’s ability to create an environment that enhances career resiliency of their employees (Brock & Grady, 2002; Nishikawa, 2006). An organization committed to building resilient employees will foster openness in communication, encouragement of individual contributions for personal growth, risk-taking all with the promise of employee recognition and rewards. Resilient organizations structure and restructure themselves to attain a mission, support the optimal development of shared decision making. They provide feedback, set goals, and have intelligence-gathering mechanisms (Nishikawa, 2006). They employ people who react quickly and efficiently to change and perceive experiences constructively, ensuring adequate external resources, expand decision-making boundaries, develop the ability to create solutions on the spot, and develop tolerance for uncertainty (Greene, 2002). One construct that can enhance organizational resilience is job enrichment. Job enrichment is an act or process of involving the workers in managerial functions of the higher ranks (Dost and Khan, 2012). Job enrichment encourages workers to learn, develop and do innovative experiments at work, by that it helps to boost up morale and motivation of workers. Job enrichment also increases the selfactualization, self-control and self-esteem of the workers.
According to Herzberg five principles should be followed when implementing job enrichment which are: Increase Job Demands, increase the worker’s accountability, providing work scheduling freedom, providing feedback and providing new learning experiences (Mondy, Noe, & Premeaux, 1999).
An enriched job offers more autonomy and freedom in executing the related responsibility and adds variety and challenge to an employee’s daily routine. And besides the pecuniary remuneration associated to work, an enriched job renders self-fulfillment, actualization and contentment of meaningful job (Govender & Parumasur, 2010; Hackman & Oldham, 1976).
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.
Lawler (2003) finds that an enriched job has been attributed with certain critical characteristics. His research identifies three psychological conditions for a job to be considered as enriched – Experience of meaningfulness, the experience of responsibility for outcomes and feedback or knowledge of results. Yasdani, Yaghoubi and Giri (2011) asserted that job enrichment provides employee empowerment, and in turn leads to autonomy, in which such employee will manifest greater responsibility, engagement on work, satisfaction, commitment and performance and gives them a feeling or sense of belongingness (Saleem, Shaheen & Saleem, 2012; Chung & Ross, 2013).
In today’s dynamic world organizations need to grapple with trends such as rapid production and technological changes, global competition, deregulation, demographic changes and a shift to a service economy. This has increased need for firms to be more responsive, flexible, competitive and innovative. So the traditional meanings of a job that is of a well defined set of responsibilities and actions is weakened because employees now cannot just limit themselves to their job descriptions as they need to modify their work according to continuously changing requirements of work. Now the focus is shifting toward “DE jobbing” that is broadening the responsibilities of the company’s jobs and encouraging employees not to limit themselves on what is written on their job descriptions. That can be done by redesigning traditional job designs through the application of modern job designs such as job enrichment. Job enrichment is the redesigning of jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, autonomy, work itself, achievement, growth, and recognition”. Job enrichment allows the employee to work innovatively and accordingly because of expansion of role and responsibility.
Job enrichment is a job-design strategy for enhancing job content by building into it more motivating potential (Lunenburg 2011). It is an attempt to motivate employees by giving them the opportunity to use their abilities (Razag & Nawaz, 2011). Mohr and Zoghi, (2006) and Cappelli and Rogovsky (1994) asserted that their underlying assumption is that Taylorist jobs cannot meet the employees’ psychological and social needs. That job enrichment meets these needs and increases the motivating potential of work, which simultaneously increases both work satisfaction and effort. High productivity suggests minimum use of resources. From the foregoing therefore, the study seeks to examine the relationship between job enrichment and organizational resilience in selected manufacturing firms in Rivers state, in Port Harcourt.
1.2 Statement of the Problem
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 organizations. One possible reason for this development 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, Brown (2004) stated that job enrichment could be an excellent means. Therefore, this study was conducted to investigate the relationship between the elements of job enrichment and organizational resilience.
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 resilience in selected manufacturing firms in Port Harcourt.
1.3 Purpose of the Study
The main purpose of this research project is to investigate the effect of job enrichment on staff efficiency in some selected manufacturing firms in Port Harcourt. The specific objectives are:
1. To ascertain the extent to which skill variety influences organizational resilience of manufacturing firms in Rivers state in Port Harcourt.
2. To ascertain the extent to which task identity influences organizational resilience of manufacturing firms in Rivers state in Port Harcourt.
3. To ascertain the extent to which task significance influences organizational resilience of manufacturing firms in Rivers state in Port Harcourt.
1.4 Research Questions
1. To what extent does skill variety influences organizational resilience of manufacturing firms in Rivers state in Port Harcourt?
2. To what extent does task identity influences organizational resilience of manufacturing firms in Rivers state in Port Harcourt?
3. To what extent does task significance influences organizational resilience of manufacturing firms in Rivers state in Port Harcourt?
1.5 Research Hypotheses
The following research hypotheses were postulated to guide the study;
HO1: There is no significant relationship between skill variety and organizational resilience of manufacturing firms in Rivers state in Port Harcourt.
HO2: There is no significant relationship between task identity and organizational resilience of manufacturing firms in Rivers state in Port Harcourt.
HO3: There is no significant relationship between task significance and organizational resilience of manufacturing firms in Rivers state 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 telecommunication firms management to promote job enrichment in the organization in order for the organization to be effective and face their competitors.
1.7 Scope/Delimitation of the Study
The scope of this study is delimited into the followings:
Content Scope: The specific areas of organizational resilience the study investigated include; efficiency, effectiveness and market share. Whereas the areas of job enrichment includes Response, Robustness and resourcefulness.
Geographical Scope: This study covers an examination of strategic contributions of Job enrichment on the productivity in some selected manufacturing firms in Rivers state in Port Harcourt. The study is limited to Port Harcourt metropolis with reference to Berger Paints, Trans-Amadi, First Aluminium Trans-Amadi and Hidoz Group Limited, GRA.
Unit of Analysis: The Unit of analysis are employee of the selected communication firms at the time of the study.
1.8 Definition of Terms
Autonomy: This is simply the degree to which the job provides substantial freedom, independence, and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out
Innovation: this is the process of successful introduction of a better thing or method.
Job enrichment: This is redesigning of jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition.
Market Share: Market share represents the percentage of an industry or market’s total sales that is earned by a particular company over a specified time period.
Profitability: Profitability is the ability of a business to earn a profit.
Task Identity: is the degree to which a job requires completion of a “whole” and identifiable piece of work-that is, doing a job from beginning to end with a visible outcome.
Task Significance: This is the degree to which the job has a substantial impact on the lives of other people, whether those people are in the immediate organisation or in the external environment.
Value Attainment: Value attainment is the importance an employee attach to the task as it relates to their conception of their identity and ideals or their competence in their work environment.
Complete Material Cost #3,000