JOB ENLARGEMENT

Job Enlargement is the horizontal expansion of a job. It involves the addition of tasks at the same level of skill and responsibility. It is done to keep workers from getting bored. Examples: Small companies may not have as many opportunities for promotions, so they try to motivate employees through job enlargement. "Job enlargement refers to adding a few more task elements horizontally." "Job enlargement involves performing a variety of jobs or operations at the same time. Thus it involves horizontal job loading as compared to vertical one in job enrichment." "Job enlargement focuses on enlarging jobs by increasing tasks and responsibilities. It involves expansion of the scope and width of the job by means of a horizontal loading of certain closely related operations." For example If a clerk in an office who is doing the typing work is asked to type 20 letters a day instead of 10 letters, his job is enlarged. Another way of job enlargement is that the clerk who is doing the typing work may also be assigned the tasks of drafting letters, sorting of incoming mail and filing the letters. This will reduce his monotony and make him satisfied with the job. His efficiency will also improve.

ADVANTAGES OF JOB ENLARGEMENT Argyris feels that "job enlargement avoids monotony which is the result of high degree of specialisation and division of labour. Since a person performs a variety of jobs, he remains interested in this variety." An enlarged job can motivate the worker in the following ways. 1. Variety of tasks: - In job enlargement, horizontal loading of the tasks is in there. Increasing the number of tasks can reduce the level of boredom of the employees. 2. Enlarged and Meaningful Work Modules: - Sometimes, the jobs are enlarged so that one worker completes a whole unit of work or a major portion of it. This will increase the satisfaction of the worker as he can see his contribution to the entire project. 3. Optimum Utilisation of Abilities. Enlarged: - Jobs tend to better utilise the physical and mental skills abilities of the workers. Enlarged jobs, with optimal levels of complexity can create tasks, which are challenging but attainable. 4. Worker Paced Control: - In job enlargement, workers move from a machine paced production line to a job which is paced by themselves. The workers will enjoy his work more, if he can vary the rhythm and work at his own pace. He will also fell less tied in this way. 5. Meaningful Feed Back: - Enlarged jobs allow for more meaningful performance feedback. It will be even more motivating if it is tied to evaluations and organisational rewards.

According to Herzberg merely giving a worker different kind of jobs is not enough because the basic nature of the job remains the same. As such it does not work as a motivating factor. Rather, there should be up gradation of authority and responsibility. In view of Herzberg's opinion, the following DISADVANTAGES can be found in job enlargement: (i) Job enlargement tends to be a costly affair. Workers may require additional training for their enlarged jobs. Moreover, if job enlargement involves breaking up of existing production line of work system and redesigning a new system and training employees for it, the costs will be very substantial. (ii) Productivity may fall in the short run, due to the introduction of the new system. (iii) Employee-unions often argue for increased pay because of the increased work load. (iv) Some jobs may still be routine and boring even after enlargement.

JOB ENRICHMENT
Job enrichment adds new sources of job satisfaction by increasing the level of responsibility of the employee. It is a vertical restructuring method in that it gives the employee additional authority, autonomy, and control over the way the job is accomplished.

Job enrichment is a fundamental part of attracting, motivating, and retaining talented people, particularly where work is repetitive or boring. To do it well, you need a great match between the way your jobs are designed and the skills and interests of the employees working for you.

When your work assignments reflect a good level of skill variety, task identity, task significance, autonomy, and feedback, members of your team are likely be much more content, and much less stressed. Enriched jobs lead to more satisfied and motivated workers.

Your responsibility is to figure out which combination of enrichment options will lead to increased performance and productivity.

Implementing a Job Enrichment Program

Step One Find out where people are dissatisfied with their current work assignments. There's little point to enriching jobs and changing the work environment if you're enriching the wrong jobs and making the wrong changes. Like any motivation initiative, determine what your people want before you begin.

Surveys are a good means of doing this. Don't make the mistake of presuming that you know what people want: Go to the source and use that information to build your enrichment options.

Step Two Consider which job enrichment options you can provide. You don't need to drastically redesign your entire work process. The way that you design the enriched jobs must strike a balance between operational need and job satisfaction. If significant changes are needed, consider establishing a "job enrichment task force" perhaps use a cross-section of employees, and give them responsibility for deciding which enrichment options make the most sense.

Step Three Design and communicate your program. If you're making significant changes, let people know what you're doing and why. Work with your managers to create an enriching work environment that includes lots of employee participation and recognition. Remember to monitor your efforts, and regularly evaluate the effectiveness of what you're providing.

Job enrichment is connected to the concept of job enlargment.

Job enrichment is the process of "improving work processes and environments so they are more satisfying for employees". Many jobs are monotonous and unrewarding - particularly in the primary and secondary production industries. Workers can feel dissatisfied in their position due to a lack of a challenge, repetitive procedures, or an over-controlled authority structure. Job enrichment tries to eliminate these problems, and bring better performance to the workplace.

There are three key parts to the process of job enrichment 1. Turn employees' effort into performance:

Ensuring that objectives are well-defined and understood by everyone. The overall corporate mission statement should be communicated to all. Individual's goals should also be clear. Each employee should know exactly how she fits into the overall process and be aware of how important her contributions are to the organization and its customers. Providing adequate resources for each employee to perform well. This includes support functions like information technology, communication technology, and personnel training and development. Creating a supportive corporate culture. This includes peer support networks, supportive management, and removing elements that foster mistrust and politicking. Free flow of information. Eliminate secrecy. Provide enough freedom to facilitate job excellence. Encourage and reward employee initiative. Flextime or compressed hours could be offered. Provide adequate recognition, appreciation, and other motivators. Provide skill improvement opportunities. This could include paid education at universities or on the job training.

Provide job variety. This can be done by job sharing or job rotation programmes. It may be necessary to re-engineer the job process. This could involve redesigning the physical facility, redesign processes, change technologies, simplification of procedures, elimination of repetitiveness, redesigning authority structures.

2. Link employees performance directly to reward:

Clear definition of the reward is a must Explanation of the link between performance and reward is important Make sure the employee gets the right reward if performs well If reward is not given, explanation is needed

3. Make sure the employee wants the reward. How to find out?

Ask them Use surveys( checklist, listing, questions)

Limitations
But even the strongest supporters of job enrichment readily admit that there are limitations in its application They can be analyzed in the following manner. 1. Technology: There are some jobs, which are highly technical requiring skill it would be difficult to enrich such jobs. And with specialized machinery and assembly line techniques it may not be possible to make every job meaningful. 2. Cost: Thought a great many companies appear to be interested in job enrichment programs, the extra cost may seem high if a company is not convinced that the return will at least offset the increase

expenditure. General Motors tried six man and three man teams in the assembly line but from that they found the work shoed and cost increased. At Saab & Volvo and motors India. It was found that increase cost is compensated by reduced absenteeism and labour turnover. Yet the cost of the programme is formidable factor. 3. Attitude of managers: Another problem is the tendency of top managers and personal specialist to apply their own scale peoples personalities. As a result a few companies have abandoned or modified their programs. M.Scott Myers belives that the failures have occurred because the manager were not really committed to theory Y and in most cases job enrichment is usually imposed on people . They are told about it rather than consulted. 4. Attitude of Workers: The attitude of some employers also represent obstacles. Various surveys of workers attitudes have shown that high percentages of workers attitude have shown that high percentages of workers are not interesting jobs. Some have complained that enriched jobs provide too many opportunities to commit mistakes. Some workers fears that the increased productivity sought may even mean loss of jobs. 5. Reaction of union Leaders: There has been little or no support of job enrichment by union Leaders. If job enrichment was so important to workers. It must have been translated in to united demand but it has never happened . Instead Leonard woodcock the President of united Automobile Worker has been quoted to have said about job enlargement that a lot academic writer are writing a lot of nonsense.

How to make it Effective

The limitation of job enrichment apply mainly to jobs requiring low level of skills. The job of highly skilled workers professional and

manager already contain varying degrees of challenge and accomplishment. Perhaps these could be enriched considerably more than they are by applying modern management techniques . And all level particularly in non-managerial levels several approaches could be made to job make enrichment appeal to higher-level motivations. 1. The people involved must have a substantial voice in the planning process. It should not be overlooked that people like to be involved, to be involved to be consulted and to be given an opportunity to offer suggestions. They like to be considered as people. This would effectively result in the successful functioning of the programme. 2. There is needed for better understanding of what people want. It has been pointed out by motivation researches that this varies with people and situations generally people with few skill want extrinsic factors such as pay, benefits, job security, sympathetic supervisor as then one moves up the ladder intrinsic factors do become increasingly important. 3. It should also result in worker enrichment if productivity increases are the main goal of job enrichment, the programme must show how workers would benefit. Job enrichment, in short involves redesigning of the immediate job, it also requires an enlargement of sense of respect by those who manage. In our complex personal impersonal bureaucratic organizations, this respect for the individual can be lost all too quickly. But with out this respect we can never expect to make full use of our human resources.

JOB EVALUATION

Job evaluation is a systematic process that you can use to determine the relative level, importance, complexity, and value of each job in your organization. With a successful job evaluation system, you can compare each job to other jobs within your organization. It is best to perform job evaluation after work analysis. Job evaluation, in conjunction with work analysis, helps you develop a job description that is broad, descriptive, and flexible so that you can adapt the description to your organization's changing needs.

Assess employee contribution

Job evaluation helps you establish and qualify differences in employee contribution across jobs. These differences provide a foundation for employee compensation decisions. The job evaluation process measures the elements of a job and produces an overall score. In each case, you evaluate the job, not the employee who performs the job.

Assess job content and value

Typically, job evaluation assesses both the content of a job and the value of a job for your organization.

Job content refers to the type of work performed and the skills and knowledge necessary to perform the work. Job value refers to the job's degree of contribution in meeting your organization's goals and the degree of difficulty in filling the job.

Factors in job evaluation

Job evaluators often assess jobs based on these factors:

Training level or qualifications requirements Knowledge and skills requirements

Complexity of tasks Interaction with various levels of the organization Problem-solving and independent judgment Accountability and responsibility Decision-making authority Degree of supervision required Cross-training requirements Working conditions Degree of difficulty in filling job

Implement job evaluation

The concept of job evaluation often can be intimidating to employees in an established organization. Employees might worry about losing their jobs, and pay might be decreased after job comparisons and evaluations are completed. To help employees accept and understand your job evaluation system, approach job evaluation from an organizational development perspective.

Create a team
To promote widespread support, understanding, and acceptance across your organization, create a cross-functional team to work on job evaluation. The team should represent various levels and jobs within your organization.

Select the job evaluation method

The team can work together to evaluate and select a job evaluation method. Train team members in the requirements of the Fair Labor Standards Act and any other best practices for selecting a job evaluation method for your organization.

Communicate with employees

During the implementation of job evaluation, regularly communicate with employees throughout the process. This helps employees feel a sense of ownership from the results of the job evaluation results.

Steps in job evaluation

The standard steps in job evaluation include: 1. 2. 3. 4. 5. 6. 7. Introduce the concept of job evaluation. Obtain management approval for the evaluation. Train the job evaluation selection team. Review and select the job evaluation method. Gather information on all internal jobs. Use information to fully expand job descriptions. Use the selected job evaluation method to rank jobs hierarchically or in groups. 8. Link the ranked jobs with your compensation system or develop a new system. 9. Implement the job evaluation and compensation systems. 10. Periodically review your job evaluation system and the resulting compensation decisions.

Analyze job evaluation methods

Before implementing job evaluation in your organization, select the most appropriate job evaluation method. Hundreds of job evaluation systems exist. Research the job evaluation methods and resources available online. Five job evaluation systems are most commonly used:

Ranking Classification Point evaluation Factor comparison Market comparison

Ranking
Ranking jobs is the easiest, fastest, and least expensive approach to job evaluation. It is also most effective in smaller organizations with few job classifications. To rank positions, order jobs from highest to lowest based on their relative value to your organization.

The process of job ranking typically assigns more value to jobs that require managerial or technical competencies. More value is also assigned to jobs that supervise, exercise decision-making authority, or rely on independent judgment. For example, a job-ranking system might rank the job of CEO as the most valued job within the organization and the job of product assembler as the least valued.

Advantages Simplicity is the main advantage in using a ranking system. It is also easy to communicate the results to employees, and it is easy to understand. Disadvantages Ranking jobs is subjective. Jobs are evaluated, and their value and complexity are often assessed on the basis of opinion. Also, when creating a new job, existing jobs must be reranked to accommodate the the new position.

Classification
The general purpose of job classification is to create and maintain pay grades for comparable work across your organization. To conduct a job classification: First, write descriptions for a category of jobs; next, develop standards for each job category by describing the key characteristics of those jobs in the category; finally, match all jobs to the categories based on the similarity of tasks, the decisionmaking exercised, and the job's contribution to the organization's overall goals. Universities, government employers and agencies, and other large organizations with limited resources typically use job classification systems. These types of organizations have many types of jobs at diverse locations and must maintain equitable and fair standards across all work settings.

Advantage Job classification is simple once you establish your categories. You can assign new jobs and jobs with changing responsibilities within the existing system. Disadvantages Job classification is subjective, so jobs mightfall into several categories. Decisions rely on the judgment of the job evaluator. Job evaluators must evaluate jobs carefully

because similar titles might describe different jobs from different work sites.

Point evaluation
Point evaluation is the most widely used job evaluation method. In a point evaluation system, you express the value of a particular job in monetary terms. You first identify compensable factors that a group of jobs possess. Based on these factors, you assign points that numerically represent the description and range of the job. Examples of compensable factors are skills required, level of decision-making authority, number of reporting staff members, and working conditions.

Advantage This method is often viewed as less biased than other methods because the job evaluator assigns each job's total points before the compensable factors become part of the equation. Disadvantages Subjective decisions about compensable factors and the associated points assigned might be dominate. The job evaluator must be aware of biases and ensure that they are not represented in points assigned to jobs that are traditionally held by minority and female employees.

Factor comparison
Job evaluators rank jobs that have similar responsibilities and tasks according to points assigned to compensable factors. The evaluators then analyze jobs in the external labor market to establish the market rate for such factors. Jobs across the organization are then compared to the benchmark jobs according to the market rate of each job's compensable factors to determine job salaries.

Advantage This method results in customized job-ranking. Disadvantage Compensable factor comparison is a timeconsuming and subjective process.

Market comparison
Job evaluators compare compensation for your organization's jobs to the market rate for similar jobs. This method requires accurate market-pricing surveys.

The value of job evaluation

Job evaluation is a powerful tool in the compensation and benefits specialist's repertoire. Effective job evaluation helps you gather information to develop job descriptions that meet the changing needs of your organization. By implementing a successful job evaluation, you can develop an equitable compensation plan and attract and retain high-performing and talented employees

Job evaluation is a process of determining the relative worth of a job. It is a

process which is helpful even for framing compensation plans by the personnel manager & advantageous to a company in many ways:
1.

2.

3.

4.

Reduction in inequalities in salary structure - It is found that people and their motivation is dependent upon how well they are being paid. Therefore the main objective of job evaluation is to have external and internal consistency in salary structure so that inequalities in salaries are reduced. Specialization - Because of division of labour and thereby specialization, a large number of enterprises have got hundred jobs and many employees to perform them. Therefore, an attempt should be made to define a job and thereby fix salaries for it. This is possible only through job evaluation. Helps in selection of employees - The job evaluation information can be helpful at the time of selection of candidates. The factors that are determined for job evaluation can be taken into account while selecting the employees. Harmonious relationship between employees and manager Through job evaluation, harmonious and congenial relations can

5.

6.

be maintained between employees and management, so that all kinds of salaries controversies can be minimized. Standardization - The process of determining the salary differentials for different jobs become standardized through job evaluation. This helps in bringing uniformity into salary structure. Relevance of new jobs - Through job evaluation, one can understand the relative value of new jobs in a concern.

According to Kimball and Kimball, Job evaluation represents an effort to determine the relative value of every job in a plant and to determine what the fair basic wage for such a job should be. Thus, job evaluation is different from performance appraisal. In job evaluation, worth of a job is calculated while in performance appraisal, the worth of employee is rated.

HUMAN RESOURCE MANAGEMENT JOB ENLARGEMENT JOB ENRICHMENT JOB EVALUATION

Submitted by,
Hemalatha V (3511010252) Hemanth Kumar Alimchandani (3511010253) Hemanth Kumar M A (3511010254) Hilda Roseline A (3511010255) Imran A (3511010256) Immanuel Prabhakar C (3511010257)