Job Enrichment On Motivation And Communication

Clearly defined goals as they relate to the organization can motivate employees through goal setting. Goals challenge to employees to make them want to explore new technology, ideas, and gain insight from a diverse workplace. Additionally, giving employees more responsibility will make them believe they have contributed with a sense of higher importance. Without motivation in the workplace, a business will suffer from the lack of efficiency from employees. Perhaps the most significant of increased employee motivation is that of increased productivity (staff@incentives.com, 2010). Therefore, it is important that employers give their employees an opportunity to work hard for their reward to obtain a high level of performance, which is an essential to the success of any business.

There should be enough promotion of the goal commitment by the manager as well as the top management to see that there is always a balance between learning and performance goals and to motivate employees in achieving it. Employees pursue goals which are reasonable and obtainable; every employee should be given certain goals

If the goal setting theory is followed, managers are required to work with their employees in devising goal objectives with the aim of providing targets for motivation. Additionally,

An Analysis of Elizabeth Layman (2011), "Job Redesign for Expanded HIM Functions." 2011 AHIMA Convention Proceedings.

The outcome of common motivational actions for “Job enrichment-addition of new tasks at higher levels of skill, responsibility, and accountability” (Elizabeth Layman, 2011) was meant to counteract monotony of the job, however employees reported work overload and increased

“All businesses share a primary goal: Success. Most organizations see a dramatic increase in employee and business performance when they effectively set individual employee goals and closely tie them to the company's overall strategy” ("Goal Setting," n.d., p. 1).

I analized and described how the principles of goal setting were applied to the case study conducted by Elizabeth Layman, PhD., regarding Job Redesign for Expanded HIM Functions and what was the impact and outcome of job enrichment in this case.

The outcome of job enrichment in the context of HIS is that the 29 new requirements that needed to be managed, is that with the redesign and in this case, job enrichment, the staff had felt that enrichment meant a greater workload which was the primary reason behind staff stress.

“The Goal” is a book written by Eliyahu M. Goldratt and Jeff Cox in 1984. The book is very famous in the management field. In 2004, the author published the third revision of it and celebrated selling over than three million copied of it around the world. Also, the goal book is taught in over than 120 collages. The book was recommended by my professor to be read and summarize as an extra credit.

Job Enlargement - Broadening the scope of an employee's job adds variety and choices to satisfy ego needs.

Employee motivation and job satisfaction are intertwined in ways that have implications for organizational performance. Motivation has been explained as a goal oriented behaviour involving a course of action leading to the attaining of a reward (Armstrong, 2006) and as the energy that compels individuals to act persistently toward some goal (Berman, Bowman, West & Wart, 2010). Within the framework of the present study, the consideration of satisfaction and motivation together lead to the concept of job enrichment – initiatives for impacting employees ' experiences of job satisfaction such that their experience and performance are improved.

The way jobs are designed has a significant bearing on how well a worker performs that job and how satisfied they are with what they are doing. Job design is an important decision that managers and supervisors must make when formulating the organizational design of their company or firm. One job design technique managers use is job enrichment. Job enrichment is defined as being “a job redesign technique that allows workers more control over how they perform their own tasks, giving them more responsibility” (Carpenter, M., Taylor, B., and Erdogan, B., 2009, p. 336). While job enrichment has its share of both advantages and disadvantages, it is one design technique that managers use when reorganizing the structure of the company. In

The idea behind job enrichment is to increase the degree of responsibility a worker has over a job by means of empowering, encouraging, and allowing employees to monitor their own performance. This gives the employee enhanced feelings of responsibility and achievement which have been shown to increase overall satisfaction in their job as a result. Job enrichment, when properly applied, can motivate employees find challenge at work to satisfy their needs and create a positive work attitude; benefiting management’s role in division of labor and low employee turnover.

Just as there are benefits to using job enrichment, there are also risks associated with it. The benefits are the desired outcomes that the HIS Department is looking to achieve when implementing such a technique. Monotony is something that job enrichment can combat because there are added task, responsibility and accountability. The offset of monotony is believe to be a common motivator; however, in the HIS Department the addition of more task, more responsibility, and more accountability can lead to more stress (Layman, 2011). More stress is the result because their chief complaint is work overload. Another set of common problem that can be combated with job enrichment is boredom, careless errors, tardiness, absenteeism, and low moral. There are plenty of risks to balance when trying to offset these problems. One risk is overload which is already a complaint of many employees. Another risk to balance is the concern of the Human Resources (HR) Department about pay grade (Layman, 2011). With added task and responsibility comes the question of a higher pay grade. It is the job of the HR Department to oversee the pay grade of the organization. An even bigger risk may be a concern about licensing and credentialing. Adding tasks to a job that requires additional

Motivation at work stimulates the interest of a person in an activity. Motivation at works is very complex because there are multiple motives operating at the same time. Goals motivate and guide workers' behaviors. Specific goals are better than general goals and little difficulty is better than easy goals. The degree of expectancy determines how much effort is put forth, people will work hard if they expect the effort will pay off. Increased job enrichment which includes more control at work and a high number of tasks to perform leads to high motivation. Stress on the job reduces motivation and productivity. The specific needs to achieve and