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Job Enrichment
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Job Enrichment
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Job Enrichment for Results
Monograph on successful implementation of job enrichment programmes - covers the problem of motivation, job design, the middle management orientation session, the role of the supervisor, etc., and includes case histories and models of organizational change and development. Diagrams and flow charts.
Customized Job Enrichment and Its Effect on Job Performance
A new type of highly customized job enrichment was studied for its impact on job performance, by comparing its impact on job performance to those resulting from classical job enrichment. The study was conducted on participants comprised of employees of a financial institution and a small section of a residential population. Participants (n=38) were Human Resources staff in the financial institution and of mixed professional occupations in the other group. The Job Diagnostic Survey was used to measure job enrichment, and performance ratings were used to measure job performance. Correlations between job enrichment and job performance were studied for those participants categorized in classically enriched jobs vs. those in jobs that had customized job enrichment. Certain limitations of this study did not allow for conclusive indications of job performance differences between the two groups. New concepts relating Growth Need Strength to job characteristics and increased job performance are also discussed. New categorizations of various types of Growth Need Strength are discussed as they relate to increased job performance.
Organizational Behavior 4
This unique work bridges the gap between theory and practice in organizational behavior. It provides a practical guide to real-life applications of the 35 most significant theories in the field. The author describes each theory, then analyzes its usefulness and importance to the successful practice of management. His analysis covers key managerial topics such as goal setting, training and development, assessment, job enrichment, influence processes, decision-making, group processes, organizational development, organizational structuring, and effective organizational operation.
