CHAPTER ONE INTRODUCTION
The job enrichment has become a basic tool for management to motivate their employee’s in order to improve the performance and organizational growth. The main aim of job enrichment is to make the job more interesting, meaningful, challenging and responsible. Jobs are enriched to motivate employees by adding to their responsibilities with a greater need for skill varieties in their jobs. Job enrichment is away to motivate workers by giving them opportunity to use a range of their abilities, this is done by giving them more responsibilities and varieties in their job.
The purpose of job enrichment is to reverse the negative effects of repetitive tasks requiring autonomy, and having effects such as boredom, lack of flexibility and employees dissatisfaction. An enriched job will contain a range of tasks and challenges of varing toughness a complete unit of work and feedback, encouragement and communication mechanisms (Saleem, Shaheen, Saleem, 2012).
Due to the rapid change in environment and increasing level of competitive rivalry, organizations are not 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. (Saleem, Shaheen, Saaleem, 2012).
In job enrichment, workers derive pleasure and fulfillment in their position with a greater variety of skills and tasks that requires self systematic technique of “harnessing work processes and procedures for stimulating employees’ performance and satisfaction” (Robbins and judge, 2011).
This implies that employees can sense job dissatisfaction when they realized their jobs lack necessary challenge(s), lack adequate recognition, respect, creativity and other motivators, monotonous procedures, or a highly bureaucratic and over-controlled authority structure. 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 employee’s responsibility, acknowledgement, creativity, autonomy and control of the job to be performed in the organization.
Employees in every organization want to draw fulfillments from their jobs and every human resource Manager/Management wants the employees to be fulfilled being the most important resources of the organization. On the other hand, involving the employees in managerial functions of the higher ranks is called job enrichment. In a nutshell, Job enrichment is a source of motivation for the employees which leads to a goal-oriented behaviour (Ramlial, 2014). To this end, the researcher undertook the study titled effects of job enrichment on Subordinate performance in Organization.
Background of study
STATEMENT OF THE PROBLEM
TABLES OF CONTENTS
CONTENTS PAGES
Title page – – – – – – – – – i
Approval page – – – – – – – – ii
Certification – – – – – – – – – iii
Dedication – – – – – – – – iv
Acknowledgements – – – – – – – – v-vi
Abstract – – – – – – – – – vii
List of Tables – – – – – – – – – viii
Table of Contents – – – – – – – – ix
CHAPTER ONE
INTRODUCTION
- Background of study 1-3
- Statement of the study 3
- Specific Objectives 3-4
- Research Questions 4
- Statement of Hypotheses 4-5
- Significance of the study 5
- Scope of the study 5
- Limitations of the study 5-6
- Organization of the study 6-7
- Definition of terms 7-8
CHAPTER TWO
REVIEW OF RELATED LITERATURE
2.1 Conceptual Framework 9-10
2.1.2 Job enrichment on subordinate performance in organization 11-12
2.1.3 Factors of Job Enrichment 12-13
2.1.4 Individual performance in Organization 11-12
2.1.5 Skill variety on subordinate 15-16
2.1.6 Task significant 17-19
2.1.7 Task Identification 19-20
2.1.8 Autonomy on subordinate performance 20-22
2.1.9 Feedback on subordinates performance 22-23
2.2 Theoretical framework 24-25
2.2.1 Job enrichment and employee Involvement 25
2.2.2 Job enrichment and employee commitment 25-26
2.2.3 Job enrichment and employee performance 26-27
2.2.4 Job enrichment and employee motivation 27-28
2.2.5 Job enrichment and organizational performance 28-29
2.3 Empirical Review 25-30
CHAPTER THREE
RESEARCH DESIGN/METHODOLOGY
3.1 Research Design 31-32
3.2 Population of study 32
3.3 Sampling determination technique 32-33
3.4 Sample size 33
3.5 Instrumentation 33-34
3.6 Method of Date Analysis 34-36
3.7 Problems of Data Collection 36
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND INTERPRETATION
4.1 Analysis of Research Question 37
4.1.1 Research question one (1) 37-38
4.1.2 Research question two (2) 38-39
4.1.3 Research question three (3) 39-40
4.1.4 Research question four (4) 40-41
4.1.5 Research question five (5) 42-43
4.2 Test of Hypotheses 43
4.2.1 Test of Hypotheses one 43-46
4.2.2 Test of Hypotheses two 46-49
4.2.3 Test of Hypotheses three 49-52
4.2.4 Test of Hypotheses four 52-54
4.2.5 Test of Hypotheses five 55-57
4.3 Discussion of Findings 58-60
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS
- Summary of Finding 61
- Conclusion 61-62
5.3 Recommendations 62-63
References – 64-65
Appendices – 66
Copy of Questionnaire 67-69
Diagram Presentation of Biodata etc 70-73