INTRODUCTION

Job enrichment is an attempt to motivate employees by

giving them the opportunity to use the range of their

abilities. It is an idea that was developed by the American

psychologist Frederick Herzberg in the 1950s. It can be

contrasted to job enlargement which simply increases the

number of tasks without changing the challenge. As such job

enrichment has been described as 'vertical loading' of a

job, while job enlargement is 'horizontal loading'. An

enriched job should ideally contain:

A range of tasks and challenges of varying difficulties

(Physical or Mental)

A complete unit of work - a meaningful task

Feedback, encouragement and communication

Job enrichment can only be truly successful if planning

includes support for all phases of the initiative. Ohio

State University Extension began a job enrichment program in

1992 and surveyed the participants five years later. The

results, broken down into 3 sub-buckets of data beyond the

main grouping of advantages/disadvantages as shown in Table

1, indicate the University had not fully considered the

planning and administrative aspects of the program (Fourman

and Jones, 1997). While the benefits are seemingly obvious,

programs fail not because of a lack of benefits, but rather

due to implementation problems. These problems can include a

perception of too great a cost, lack of long-term commitment

of resources, and potential job classification changes

(Cunningham and Eberle, 1990).

In order for a job enrichment program to produce positive

results, worker needs and organizational needs must be

analyzed and acted upon. According to Cunningham and Eberle

(1990), before an enrichment program is begun, the following

questions should be asked:

1. Do employees need jobs that involve responsibility,

variety, feedback, challenge, accountability,

significance, and opportunities to learn?

2. What techniques can be implemented without changing the

job classification plan?

3. What techniques would require changes in the job

classification plan? (p.3)

When asked about the successes of a Training Generalist

job enrichment program begun in 2002, Karen Keenan, Learning

Manager with Bank of America, stated the accomplishments

were, "greater than expected". The Training Generalist

program has resulted in three successful participants to

date. According to Ms. Keenan, positive results can be

directly tied to a program that addressed the strategic goal

of greater resource flexibility without adding to staff, as

well as to proper planning, guidance, and feedback for the

participants. Having a voluntary program contributed as

well, attracting a high caliber of individuals eager to

expand their skills and be positioned for advancement. To

date, all three Training Generalists have experienced

promotions and additional recognition while affording Ms.

Keenan's team financial results and workload flexibility it

could not have otherwise achieved.

A job enrichment program can be a very effective

intervention in some situations where a Performance

Technician is faced with a request for motivational

training. Ralph Brown (2004) summed it up very nicely:

Job enrichment doesn't work for everyone. Some people

are very resistant to more responsibility or to

opportunities for personal growth, but…researchers report

that some people they expected to resist, seized the

opportunity. Enriching jobs is a particularly effective way

to develop employees provided the jobs are truly enriched,

not just more work for them to do.

DEFINITION:

Job Enrichment is the addition to a job of tasks that

increase the amount of employee control or responsibility.

It is a vertical expansion of the job as opposed to the

horizontal expansion of a job, which is called job

enlargement.

Most of us want interesting, challenging jobs where we feel

that we can make a real difference to other people’s lives.

As it is for us, so it is for the people who work with or

for us. So why are so many jobs so boring and monotonous?

And what can you do to make the jobs you offer more

satisfying? (By reducing recruitment costs, increasing

retention of experienced staff and motivating them to

perform at a high level; you can have a real impact on the

bottom line.)

One of the key factors in good job design is job enrichment.

This is the practice of enhancing individual jobs to make

the responsibilities more rewarding and inspiring for the

people who do them.

PURPOSE OF JOB ENRICHMENT

Through job enrichment, employers seek to make jobs as

desirable as possible and improve the levels of happiness

that individuals who fill these positions experience. While

there are a number of ways in which employers can carry out

the job enrichment process, the desirable results and the

purposes for undertaking the endeavor remain the same.

IMPROVE EMPLOYEE SATISFACTION

Through job enrichment, managers seek to prevent employees

from having to complete tedious or cumbersome tasks that

lead to dissatisfaction. While some tasks simply can’t be

modified or avoided, others can be changed to improve the

employees' levels of happiness. For example, a job that

employees once completed by hand can be automated, cutting

down on the boring and repetitive nature of the job as a

whole. Through the completion of this process, managers

ultimately hope to make their workers happier ones.

RAISE PRODUCTIVITY LEVELS

As workers’ levels of happiness increase, so will their

productivity, or so those who carry out this process hope.

By moving through the process of job enrichment, managers

hope to help their workers become optimally productive,

something that can have positive financial impacts on the

company.

BUILD COMMUNITY

Job enrichment is often a cooperative process in which

management and teams of employees join first to study and

then to improve upon jobs. Because this process is a

cooperative one, completing it can be an effective way to

build community. As employees work in tandem to envision

ways in which their jobs can be improved upon, and

management helps workers carry out these tasks, the whole

workforce acts cooperatively, creating a strong feeling of

community.

INCREASE MOTIVATION

Because the job enrichment process gives workers the

opportunity to have an impact on their work environment and

duties, it often creates the feeling of empowerment. This

feeling can translate to increases in worker motivation.

Because workers who move through the job enrichment process

are treated as individuals with unique needs, they often do

not feel like cogs in a wheel and are more eager to put

their all into their jobs.

ADVANTAGES & DISADVANTAGES OF JOB ENRICHMENT

As a small business owner, you can provide your employees

with job enrichment opportunities, which increase the depth,

not quantity, of their day-to-day responsibilities at your

company. Job enrichment offers employees an opportunity to

do tasks that are different than what was originally

outlined in their job descriptions and job objectives. Job

enrichment includes advantages and disadvantages.

LEARN NEW SKILLS

When an employee's level of responsibility increases, and

she gets the opportunity to try new tasks, it's inevitable

that she will learn new skills. An employee who is

responsible for deciding which internal products to

advertise in the company's email newsletter, might also come

up with advertising tests for their products, testing

pricing and placement, in a job enrichment situation.

REDUCE BOREDOM

Employees get bored with the mundane day-to-day tasks they

have to complete. Job enrichment adds variety to employees'

duties, which can reduce their workplace boredom. Along with

reducing boredom, job enrichment challenges employees to

stretch their skills beyond what they're used to doing at

the company.

RECEIVE RECOGNITION

Job enrichment gives you a chance to test and see your

employees' strengths and weaknesses. An employee who excels

with a great depth of task may gain recognition, which can

lead to company awards and incentives, or even a promotion

within the company.

EMPLOYEE MOTIVATION

When employees feel like they're trusted with greater

responsibilities at a company, their level of motivation

increases. As a result, employees may be more productive,

better adhere to the company rules and management better,

and miss less work.

DISADVANTAGES:

LACK OF TRAINING

When employees are given a greater depth of tasks through

job enrichment, they may not be skilled or experienced in

the new tasks they're asked to perform. The lack of training

may be a disadvantage for employees and employers, and lead

to problems such as lower productivity.

INCREASE WORKLOAD

A primary disadvantage of job enrichment is an increase in

an employee's workload. While some employees may be able to

immediately re-prioritize their time and tasks, some may

initially experience difficulties getting adjusted with

their new responsibilities. The increase in work can cause

employees to get frustrated, burned out and lower their

overall productivity.

CONFLICT WITH NON-PARTICIPANTS

Every employee at your business may not be eligible to

participate in job enrichment. Those individuals who want

more responsibility, but haven't shown that they can handle

it, may become disgruntled, bitter toward management and the

employees who are a part of the job enrichment process.

POOR PERFORMANCE

Some employees excel in job enrichment, while others perform

poorly, due to lack of training, lack of interest or lack of

clarity about their new tasks. Poor performance can cause

employees to feel a sense of incompetence or as if they've

you beaten down. Poor performance can also cause employees

to get stripped of their new responsibilities, which can

cause embarrassment.

FIVE IMPORTANT PROCESSES INVOLVED IN JOB ENRICHMENT

Job enrichment involves enriching, planning, organizing,

executing and evaluating jobs. “An enriched job organizes

tasks so as to allow the worker to perform a complete

activity, increases the employee’s freedom, independence,

responsibility and provides feedback so that the individual

will be able to assess and correct his or her own

performance.”

The process of job enrichment includes combining tasks,

creating natural work units, establishing relationships,

expanding jobs vertically and opening feedback channels.

1. COMBINING TASKS:

A job having different tasks should be combined into fewer

tasks to make it easier for employees to get the

satisfaction of task variety, identity and significance. An

isolated task does not provide satisfaction to employees, as

it does not give them a sense of satisfaction and

performance achievement.

2. CREATING NATURAL WORK UNITS:

While combining different tasks, efforts should be made to

arrive at natural work units, because it helps them to

identify the jobs.

Employees prefer an identifiable task, because it gives them

a sense of satisfaction of performing a specified, known and

significant unit. Natural work units are enjoyable,

meaningful and relevant.

3. ESTABLISHING RELATIONSHIP:

The job enrichment process includes the establishment of

relationship between the employees and management, the

employees and an outside organization, employees and social

institutions. If the tasks of employees are socially

recognized, they feel proud of performing them. Feedback

strengthens the relationship which is the cementing factor

for the base of performance and satisfaction.

4. EXPANDING JOB VERTICALLY:

The depth and quality expansion of a job is known as job

enrichment. It increases an employee’s avenue, performance,

recognition, growth and other opportunities which are hidden

under the vertical expansion of a job.

5. OPENING FEEDBACK CHANNELS:

Job enrichment opens feedback channels for employees to

express their views. The management is made aware of the

uses of their policies and decisions.

INCREASING JOB SATISFACTION

Most of us want interesting, challenging jobs where we feel

that we can make a real difference to other people's lives.

As it is for us, so it is for the people who work with or

for us. So why are so many jobs so boring and monotonous?

And what can you do to make the jobs you offer more

satisfying? (By reducing recruitment costs, increasing

retention of experienced staff and motivating them to

perform at a high level, you can have a real impact on the

bottom line.)

One of the key factors in good job design is job enrichment,

most notably promoted by psychologist Frederick Herzberg in

his 1968 article "One More Time: How Do You Motivate

Employees?". This is the practice of enhancing individual

jobs to make the responsibilities more rewarding and

inspiring for the people who do them.

With job enrichment, you expand the task set that someone

performs. You provide more stimulating and interesting work

that adds variety and challenge to an employee's daily

routine. This increases the depth of the job and allows

people to have more control over their work.

DESIGNING JOBS THAT MOTIVATE

Hackman and Oldham identified five factors of job design

that typically contribute to people's enjoyment of a job:

Skill Variety – Increasing the number of skills that

individuals use while performing work.

Task Identity – Enabling people to perform a job from

start to finish.

Task Significance – Providing work that has a direct

impact on the organization or its stakeholders.

Autonomy – Increasing the degree of decision making,

and the freedom to choose how and when work is done.

JOB ENRICHMENT OPTIONS

The central focus of job enrichment is giving people more

control over their work (lack of control is a key cause of

stress, and therefore of unhappiness.) Where possible, allow

them to take on tasks that are typically done by

supervisors. This means that they have more influence over

planning, executing, and evaluating the jobs they do.

In enriched jobs, people complete activities with increased

freedom, independence, and responsibility. They also receive

plenty of feedback, so that they can assess and correct

their own performance.

Here are some strategies you can use to enrich jobs in your

workplace:

Rotate Jobs – Give people the opportunity to use a

variety of skills, and perform different kinds of work.

The most common way to do this is through job rotation.

Move your workers through a variety of jobs that allow

them to see different parts of the organization, learn

different skills and acquire different experiences.

This can be very motivating, especially for people in

jobs that are very repetitive or that focus on only one

or two skills.

Combine Tasks – Combine work activities to provide a

more challenging and complex work assignment. This can

significantly increase "task identity" because people

see a job through from start to finish. This allows

workers to use a wide variety of skills, which can make

the work seem more meaningful and important. For

example, you can convert an assembly line process, in

which each person does one task, into a process in

which one person assembles a whole unit. You can apply

this model wherever you have people or groups that

typically perform only one part of an overall process.

Consider expanding their roles to give them

responsibility for the entire process, or for a bigger

part of that process.

These forms of job enrichment can be tricky because they may

provide increased motivation at the expense of decreased

productivity. When you have new people performing tasks, you

may have to deal with issues of training, efficiency, and

performance. You must carefully weigh the benefits against

the costs.

Identify Project-Focused Work Units – Break your

typical functional lines and form project-focused

units. For example, rather than having all of your

marketing people in one department, with supervisors

directing who works on which project, you could split

the department into specialized project units –

specific storyboard creators, copywriters, and

designers could all work together for one client or one

campaign. Allowing employees to build client

relationships is an excellent way to increase autonomy,

task identity, and feedback.

Create Autonomous Work Teams – This is job enrichment

at the group level. Set a goal for a team, and make

team members free to determine work assignments,

schedules, rest breaks, evaluation parameters, and the

like. You may even give them influence over choosing

their own team members. With this method, you'll

significantly cut back on supervisory positions, and

people will gain leadership and management skills.

Implement Participative Management – Allow team members

to participate in decision making and get involved in

strategic planning. This is an excellent way to

communicate to members of your team that their input is

important. It can work in any organization – from a

very small company, with an owner/boss who's used to

dictating everything, to a large company with a huge

hierarchy. When people realize that what they say is

valued and makes a difference, they'll likely be

motivated.

Redistribute Power and Authority – Redistribute control

and grant more authority to workers for making job-

related decisions. As supervisors delegate more

authority and responsibility, team members' autonomy,

accountability, and task identity will increase.

Increase Employee-Directed Feedback – Make sure that

people know how well, or poorly, they're performing

their jobs. The more control you can give them for

evaluating and monitoring their own performance, the

more enriched their jobs will be. Rather than have your

quality control department go around and point out

mistakes, consider giving each team responsibility for

their own quality control. Workers will receive

immediate feedback, and they'll learn to solve

problems, take initiative, and make decisions.

Job enrichment provides many opportunities for people's

development. You'll give them lots of opportunity to

participate in how their work gets done, and they'll most-

likely enjoy an increased sense of personal responsibility

for their tasks.

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.

TECHNIQUES OF JOB ENRICHMENT

Job enrichment in organizational development, human

resources management, and organizational behavior, is the

process of improving work processes and environments so they

are more satisfying for employees. Many jobs are monotonous

and unrewarding. 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 dysfunctional elements,

and bring better performance to the workplace.

Job enrichment, as a managerial activity includes a three

steps technique:

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

IMPACT OF   JOB E NRICHMENT ON E MPLOYEE MOTIVATION

Job Enrichment refers vertical expansion of jobs. It

increases the degree to which the worker controls the

planning, execution, and evaluation of work. An enriched job

organizes the tasks soaps to allow the worker to do a

complete activity, increases the employee’s freedom and

independence, increases job responsibility and provides

feedback. Employee’s job enrichment could be done in number

of ways as follows.

Employee’s job enrichment could be done in number of ways as

follows.

By job rotation, allows workers to do different

varieties of tasks.

By combining tasks, work activities are combined to

give more challenging work assignments.

By implementing participative management, this allows

employees to participate indecision making and

strategic planning.

By providing autonomy for work , this allows employees

to work independently

By providing feedback for their work, this allows

employees to understand how poor or well they are

doing.

By increasing client relationships, this increases

direct relationship between employee and his clients. 

Based on above understanding of job enrichment, we have

identified factors which by which job enrichment could be

done .These factors are as follows.

Job redesigning

Autonomy

Feedback

Work place challenge

Customer interaction

Participate management

Flexible working hours

Use of technical skills

On the job training

The main objectives of the project is to understand the JOB

ENRICHMENT IMPACT ONEMPLOYEE MOTIVATION in detail by

interacting with the management, supervision and workers and

to see how far the various measures are implemented and

bring out the drawbacks if any and recommended measures for

the betterment of the system. Secondly to critically

evaluate the JOB ENRICHMENT impact on employee motivation as

well as on absenteeism and turnover. At last study the most

extensive changes those are critical for high motivation and

performance.

JOB ENLARGEMENT VS JOB ENRICHMENT

The difference between job enrichment and job enlargement is

quality and quantity. Job enrichment means improvement, or

an increase with the help of upgrading and development,

whereas job enlargement means to add more duties, and an

increased workload. By job enrichment, an employee finds

satisfaction in respect to their position and personal

growth potential, whereas job enlargement refers to having

additional duties and responsibilities in a current job

description.

Job enlargement is a vehicle employers use to put additional

workload on employees, perhaps in economical downtime. Due

to downsizing, an employee might feel lucky to have a job at

all, despite the fact that his duties and responsibilities

have increased. Another approach is that by adding more

variety and enlarging the responsibilities will provide the

chance of enhancement and more productivity. Job enrichment

involves organizing and planning in order to gain more

control over their duties and work as a manager. The

execution of plans and evaluation of results motivates

workers and relieves boredom. Job enlargement and job

enrichment are both useful for motivating workers to perform

their tasks enthusiastically.

Although job enlargement and enrichment have a relationship

with each other, they also possess some distinct features

that differentiate them, such as area of expansion, mutual

reliance, allocation of duties and responsibilities,

motivation and profundity. Job enrichment is largely

dependent on job enlargement, whereas job enlargement has no

such dependency. Job enlargement expands horizontally when

compared to job enrichment, which expands vertically.

Vertical growth of job or augmentation is helpful to obtain

managerial rights.

In spite of mutual dependency, managerial duties are

sanctioned, as in the case of enhancement. The employee

focuses more on job depth, which does not happen in job

enlargement. Job enrichment has a greater motivational

impact than job enlargement.

The job enlargement theory involving horizontal expansion to

increase job satisfaction and productivity is relatively

simple, and applied in numerous situations.

SOME STRATEGIES YOU CAN USE TO ENRICH JOBS IN YOUR

WORKPLACE:

Rotate Jobs – Give people the opportunity to use a

variety of skills, and perform different kinds of work.

The most common way to do this is through job rotation.

Move your workers through a variety of jobs that allow

them to see different parts of the organization learn

different skills and acquire different experiences. This

can be very motivating, especially for people in jobs

that are very repetitive or that focus on only one or two

skills.

Combine Tasks – Combine work activities to provide a more

challenging and complex work assignment. This can

significantly increase “task identity” because people see

a job through from start to finish. This allows workers

to use a wide variety of skills, which can make the work

seem more meaningful and important. For example, you can

convert an assembly line process, in which each person

does one task, into a process in which one person

assembles a whole unit. You can apply this model wherever

you have people or groups that typically perform only one

part of an overall process. Consider expanding their

roles to give them responsibility for the entire process,

or for a bigger part of that process.

Identify Project-Focused Work Units – Break your typical

functional lines and form project-focused units. For

example, rather than having all of your marketing people

in one department, with supervisors directing who works

on which project, you could split the department into

specialized project units – specific storyboard creators,

copywriters, and designers could all work together for

one client or one campaign. Allowing employees to build

client relationships is an excellent way to increase

autonomy, task identity, and feedback.

Create Autonomous Work Teams – This is job enrichment at

the group level. Set a goal for a team, and make team

members free to determine work assignments, schedules,

rest breaks, evaluation parameters, and the like. You may

even give them influence over choosing their own team

members. With this method, you’ll significantly cut back

on supervisory positions, and people will gain leadership

and management skills.

Implement Participative Management – Allow team members

to participate in decision making and get involved in

strategic planning. This is an excellent way to

communicate to members of your team that their input is

important. It can work in any organization – from a very

small company, with an owner/boss who’s used to dictating

everything, to a large company with a huge hierarchy.

When people realize that what they say is valued and

makes a difference, they’ll likely be motivated.

Redistribute Power and Authority – Redistribute control

and grant more authority to workers for making job-

related decisions. As supervisors delegate more authority

and responsibility, team members’ autonomy,

accountability, and task identity will increase.

Increase Employee-Directed Feedback – Make sure that

people know how well, or poorly, they’re performing their

jobs. The more control you can give them for evaluating

and monitoring their own performance, the more enriched

their jobs will be. Rather than have your quality control

department go around and point out mistakes, consider

giving each team responsibility for their own quality

control. Workers will receive immediate feedback, and

they’ll learn to solve problems, take initiative, and

make decisions.

Job enrichment provides many opportunities for people’s

development. You’ll give them lots of opportunity for their

task to participate in how their work gets done, and they’ll

most-likely enjoy an increased sense of personal

responsibility. Job enrichment is connected to the concept

of job enlargement.

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.

COMPANY PROFILE

Tube Products of India was established in 1995, in

collaboration with Tube Products (Old Burry) Limi ted-UK, as

a measure of backward integration with the bicycles plant.

TPI is a true globel player, with five manufacturing

facilities, including one in China. In 1959, Tube

Investments of India (TII) was formed by merging TI Cycles

of India and Tube Products of India. Today, TPI is the

preferred supplier of precision tubes, Electric Residence

Welded (ERW) and cold Drawn Welded (CDW) to mndisputed

maajor automotive companies in India and abroad. TPI is

India’s urket leader in CDW tubes to the automotive

industry. It has also significant market presence in power

plants, boiler, textile machinery, general engineering. It

is the Market leader in Telescopic Front Fork Inner tubes

and Cylinder bore tubes for shock absorber and gas spring

applications, propeller shaft tubes for Automotive segment.

Other Specialty products include Rear Axle Tubes, Side

Impact Beams, Tie Rods, Drag links, Heavy thick steering

shafts and Hydraulic Cylinder tubes.

The International Business Division (IBD) focuses on

international markets, gearing TPI to compete with global

tube manufactures.

The Tubular Components Division (TCD), which

manufactures high strength tubular auto components, provides

innovative tubular solutions to the customers, resulting in

weight reduction, higher component efficiency and cost

reduction.

TPI products a wide range of CRCA strips including

special extra deep drawing, high tensile, medium carbon,

high carbon finding application in industries such as

Bearings, Automobile, Auto Ancillaries, white goods, fine

blanking and General Engineering.

Stainless steel tube recent addition to TPI’s

portfolio. A dedicated state of the art plant housed in

Avadi (Chennai) manufactures TIG welded Austenitic, Ferretic

and Duples grades of SS tubes catering to the demands of

power plants/Boilers, Oil & Petrochemicals, Food processing

& various other core industries.

TPI has been supplying to customers such as Bajaj Auto

Ancillaries, TVS Moters Ancillaries, Hero Honda Ancillaries,

Tata Motors, Toyota India, Delphi, Gabriel, Escorts,

Endurance, Thermax. Its success stems from market driven,

customer oriented approach coupled with superior process

design, short product development cycle, delivering high

quality products and efficient customers service ensuring

total customer satisfaction.

For over 50 years, Tube Products of India (TPI) has

been an undisputed leader in the Indian Market for

precision-welded ERW and CDW steel tubes, and manufactures

speciality Cold Rolled Close Annealed (CRCA) strips catering

to international standards and high strength tabular

components. TPI caters to the demanding needs of the

automobile, general engineering, boiler, white goods and

fine blanking industries.

TPI is the market leader in precision tubes in India,

with a dominant share of business in telescopic front fork

inner tubes and cylinder bore tubes for shock absorber and

gas spring applications. It also manufactures propeller

shaft tubes for the automotive segment and specialty

products such as rear axle tubes, slide impact bems, tie

rods drag links.

TPI produces special extra deep drawing, high tensile,

medium carbon, and high carbon CRCA strips that are used in

industries such as bearings, automobile, fine blanking auto

ancillaries and general engineering. Investments are also

being made for manufacturing dual phase steels, hardened &

tempered steels and highly spherodised steel for fire

blanking applications.

TPI has carved a niche for itself through innovation

and product development. At the world- class Material

Research and Engineering Design Centre, application

specialists work closely with auto OEMs on various VAVE

initiatives to reduce weight, enhance fuel efficiency and to

meet safety parameters. TPI worked closely with the TATA

Nano team to develop the crash members for meeting the

safety norms. TPI is also a global supplier for cylinder

tubes for shock absorbers.

TPI’s list of demanding customers include Arvin Meritor,

Delphi, Endurance, Gabriel, HHML, Hyundai, JBML, John Deere,

Mahindra and Mahindra, Munjal Showa, Omax Auto, Rane, Suspa,

Suzuki, Tenneco, TML, Toyota, TRW, Wipro Infrastructure and

ZF.

With its expertise in material science, engineering design

and product validation, TPI offers optimal products to meet

the desired performance for its customers.

The International Business plant of TPI has the capability

to manufacture bright annealed tubes for J525 applications,

and has developed tubes for critical application like engine

can shafts.

To supplement its in-house expertise, TPI has technical tie-

ups with a number of bodies, including test houses like

Automotive Research Association of India (ARAI) and SERC –

CSIR; academic institutions like the Indian Institute of

Technology, Madras, AU-FRG Center for CAD/CAM, Indian

Institute of Science and Colorado, School of Mines; and

industry tie- ups with LNP- GE Plastics, TVS Motor’s and

M&m’s R&D divitions and various design outfits.

As a market leader and as a company that prides itself on

precision. TPI aims to continue innovating and expanding to

provide tubular and CRCA solutions to industrial giants

across the globe.

Tube Products of India is one of the units of Tube

Investments of India Ltd with its head office in Chennai,

India. Tube Investments of India is a flagship company of

Murugappa Group. Tube Products of India was set up in the

year 1995 in collaboration with tube Products (Old Bury)

limited, UK to produce Electric Resistance Welded and cold

Drawn Welded tubes backward integration for the manufacture

of bicycles, TPI is manufacturing precision Welded tubes for

all major automotive companies in India and abroad and

providing tubular solutions to different user segments.

TPI, today is an undisputed leader in the Indian market for

precision Welded ERW and CDW steel tubes with the widest

variety and range in terms of size as well as material

grandes offered. TPI started operations at Avadi, Chennai

but expanded with two more plants strategically located in

the west and the North of India to cater to its customers in

the most efficient manner. TPI has also set up an exclusive

export oriented unit at Avadi to expand its operations on

the other parts of the world and become a truly world class

player

Integrated tube manufacturing facility

Wide range of products

Wide manufacturing & distribution network

Conforming to international standards

Short product development cycle

Preferred supplier for national / international auto

manufacturers

Significant market presence in power plants, boiler,

textile machinery, general engineering

Self certified boiler tube manufacturer

Operational excellence through TPM

Aim / Vision / Mission

We will stand technologically ahead of others to deliver

world-class innovative products useful to our customers. We

will rather lose our business than our customers'

satisfaction. It is our aim that the customer should get the

best value for his money.

Every member of our company will have decent living

standards. We care deeply for our families, for our

environment and our society. We promise to pay back in full

measure to the society by way of selfless and unstinted

service.

QUALITY - AN ALL PERVASIVE ENTITY

TPI is committed to manufacture customer-centric and

technology-driven products on par with international quality

standards. For example, the horns manufactured undergo a

rigorous life-cycle test and are subjected to an endurance

of over 200,000 cycles of performance while the industry

norm requires only 100,000.

What's more, TPI believes in a quality culture that

goes beyond just products. Equal emphasis is given to

quality in human relation and quality in service. TPI in its

journey towards Total Quality Management has reached

important milestones: ISO 9001, QS 9000, VDA 6.1, ISO/TS

16949 and ISO 14001 Certification, presently in the process

of obtaining NABL accreditation for our Metrology lab. The

Group's TQM policy has a well-integrated Quality Circle

Movement with active employee participation at various

levels.

QUALITY POLICY:

We are committed to provide world-class products and

services with due concern for the environment and safety of

the society. This will be achieved through total employee

involvement, technology upgradation, cost reduction and

continual improvement in

* Quality of the products and services

* Quality Management system

* Compliance to QMS requirements

Quality will reflect in everything we do and think

* Quality in behaviour

* Quality in governance

* Quality in human relation

ENVIRONMENTAL POLICY

With due concern towards maintaining and improving the

Quality of Life, TPI is committed for sustainable

development by minimising pollution and conserving

resources.

This will be achieved through continual improvement in

Environmental Awareness of all employees & associates, Legal

Compliance and Objective towards Environmental Protection.

Personal Culture

The management has been encouraging and promoting a

very informal culture, "Personal touch", sense of belonging,

enabling employees to become involved and contribute to the

success of the company. The top management also

conscientiously inculcates values in the people.

Work Environment

Special and conscious efforts are directed towards

house keeping of the highest order. Renovation and

modernization of office premises and office support systems

are carried out on an ongoing basis.

Training

TPI believe in systematic training for employees at all

levels. As a part of the Organizational Development efforts,

training programmes are being conducted in-house, for

employees at all levels. In addition, staffs are also

sponsored for need based training programmes at leading

Management Development Institutes.

Total Quality Management

Customer Focus is not merely a buzzword but it has

become an important factor of every day work and has got

internalized into the work environment. There is an equal

emphasis on internal customer focus leading to greater team

efforts and better cross-functional relationship.

Quality Circle Movement

To ensure worker participation and team work on the

shop-floor, Tube Products of |India has a very effective

Quality Circle Movement in the organization. As on today TPI

has 3 operating Quality Circles having 24 members and some

of them have won awards at different conventions and

competitions.

Through interaction with workmen in these sessions, a

process of 2-way communication has been initiated and

valuable feedback has been received on worker feelings,

perception, problems and attitudes. Simultaneously

management has communicated the problems faced by them and

the plans to overcome these problems.

Good Morning Assembly

The management aims in operator's mental & physical

fitness and it is ensured through the GMA.

The operators and shift supervisor, assemble before the

I shift beginning and do occupation of fitness exercise,

discuss about the Quality Safety & Production aspects of the

Previous shifts and take Quality / Safety oath.

Through interaction with workmen in these sessions, a

process of 2 way communication has been initiated and

valuable feedback has been received on worker feelings,

perception, problems and attitudes. Simultaneously

management has communicated the problems faced by them and

the plans to overcome these problems.

TPI has a strong people-oriented work culture that can

be seen and felt across all its member concerns. Whether

they work in group or in isolation, their effort is well

appreciated and achievements well rewarded. They have a

sense of belonging and they revel in an environment of

openness and trust. Cross-functional teams function as one

seamless whole and foster the true spirit of teamwork.

TPI as a learning organization systematically trains

its employees at all levels. Conducted in-house, the

training programmes equip them to meet new challenges head

on. Employees are encouraged to voice their feelings, ideas

and opinions. There is a successful suggestion scheme in

operation and best suggestions are rewarded.

Lasting relationship will evolve only when people know that

their work is valued and that they contribute meaningfully

to the growth of the organization. At TPI, people across the

group companies, through interactions at workshops and

seminars, get to know each other individually, share their

common experiences and learn something about life.

ENGINEERING RESEARCH CENTRE

The Engineering Research Centre (ERC) is involved in the

continuous improvement and enhancement of design to increase

performance and reliability. The ERC functioning under three

distinct heads cater to the needs of TPI

Though there is a three-pronged operational ethos, the

ERC is integrated and meshed seamlessly with one single

objective: that of design research and performance

monitoring. Through extensive product engineering, the ERC

cell of TPI achieves the following:

Designing and developing new products with customer

focus.

Conducting required tests to ensure product

reliability.

Initiating necessary corrective and preventive action

for ensuring peak performance

Fine-tuning products with available components to

satisfy customer requirements

 

The ERC consists of the best talent that includes

engineering graduates, ITI brains and design engineers. The

team works with top-notch tools like

Proe2000i2 - for solid modeling

AutoCAD 2000 - for Drafting

CorelDraw V 8.0 - for Graphical Applications

OBJECTIVE OF THE STUDY

Primary Objective:

To study the skills and abilities of the employee so

that new responsibilities and tasks are added with

existing job.

Secondary Objectives:

To recognize the skilled employee and to enrich their

jobs.

To increase the level of skill flexibility in employee.

To give better freedom and autonomy in their work

organization.

To vertically enlarge their jobs.

SCOPE OF THE STUDY

A study on employee’s job enrichment is an attempt to

motivate employees by giving them the opportunity to

use the wide range of their abilities.

The study helps to find the potential employee.

The study gives an idea to develop the skills in

employees about various areas.

The study helps to find the skilled employee and to

produce more output.

LIMITATIONS OF THE STUDY

Due to the long span of time allotted for project work

most of the company not giving permission.

The management was not ready to supply confidential

information about the company in general and employees

in particular.

In many cases, the study does not give the expected

results.

Some of the employees are not ready to provide the

response for the questionnaire.

Employees not providing accurate information in the

questionnaire which leads to wrong analysis.

REVIEW OF LITERATURE

The literature on job design contrasts “Taylorist” jobs

to “enriched” jobs. Fredrick Taylor (1947) viewed job design

as a scientific optimization problem, where industrial

engineers study the production process and devise the most

efficient way to break that process into individual,

precisely defined tasks. Typically, a Taylorist job is

highly specialized, and workers are not encouraged to

experiment, innovate, or otherwise vary the way that tasks

are completed. In the 1970’s, academics such as Richard

Hackman, Edward Lawler and Greg Oldham started to argue that

Taylorist job design is sub-optimal (Hackman and Lawler

1971; Lawler 1973; Porter, Lawler and Hackman 1975; Hackman

& Oldham 1976, 1980). Enriched jobs, by encouraging workers

to learn and innovate at work, increase the motivating

potential of work. Motivated workers perform tasks more

accurately and are more likely to find productivity

innovations that engineers overlook. In the 1980’s, firms

put the theory into practice by redesigning jobs, adopting

self-managed teams and work groups, and creating employee

participation programs like quality circles.1 While enriched

jobs have proliferated, it is unclear whether this has

increased employee satisfaction. Here we focus on two

competing hypotheses about the relationship between enriched

jobs and job satisfaction.

The idea that enriched job design motivates effort is

central to Hackman, Lawler and Oldham’s theory. Their

underlying assumption is that Taylorist jobs cannot meet the

employees’ psychological and social needs (Cappelli and

Rogovsky 1994). Job enrichment meets these

1 Collectively, Ichniowski, Delaney and Lewin (1989),

Delaney, Lewin and Ichniowski (1989), Lawler, Mohrman, and

Ledford (1992), and Osterman (1994) document (for US

workplaces) that formal use of these new management

practices was infrequent in the 1970’s and quite common by

the 1990’s. Needs and increases the motivating potential of

work, which simultaneously increases both worker

satisfaction and effort. We refer to this hypothesis as the

“motivation hypothesis.” If the data support the hypothesis,

we would expect enrichment to have a positive and

significant effect on job satisfaction. The degree that

enrichment increases satisfaction may vary, as workers

differ in their desire for work that fulfills “higher order

needs,” like autonomy, intellectual challenge, or seeing

projects through to completion. Since education, age, or

experience may be correlated to higher order needs, the

effect of job design on job satisfaction may vary with these

individual characteristics.

Critics argue that workers may dislike enrichment for

several reasons (Kelly 1982; Pollert 1991). Some employees

may prefer Taylorist workplaces. The narrowly defined jobs

in a Taylorist workplace allow the employer to easily define

performance standards and ensure that an employee will not

be asked to do tasks outside of the job’s definition. Job

enrichment is often accompanied by “intensification of

work.” For example, most of the examples from a widely cited

Business Week (1983:100) report on flexibility involve

enlarging jobs by adding additional responsibilities

(Thompson and McHugh 1990). Furthermore, because success in

an enriched job no longer depends on completion of narrowly

defined tasks, “employment security is now conditional on

market success, rather than assured by [the worker’s] status

as directly employed personnel” (Whitaker 1991:252).

Finally, as economic theorists have long understood,

increasing effort levels can also be accomplished by

increased monitoring. Enrichment techniques like total

quality management, teams and quality circles create

incentives for peer surveillance, which can lead to lower

job satisfaction (Delbridge, Turnbull and Wilkinson 1992;

Sewell and Wilkinson 1992; Garrahan and Stewart 1992). We

name these views the “intensification hypothesis.”2 For

support of this hypothesis, we would expect enrichment to be

associated with increased job intensity and lower levels of

satisfaction.

By distilling a large and nuanced literature into two

hypotheses, we obviously simplify.

For example, even the proponents of enrichment recognize

that the benefits are not universal – some workers may be

less satisfied. Conversely, proponents of the

intensification hypothesis generally direct their criticisms

at the more general move towards “flexibility,” which in

addition to enrichment also includes a move to a core-

periphery model with increased use of temporary workers and

decreased job security. In other words, these critics agree

that enrichment might benefit some workers but they argue

that, as implemented, enrichment is generally detrimental to

the employee. Finally, Hamermesh (1977) points out that with

perfect certainty, and a continuum of different jobs

(offering different combinations of wages and benefits)

there should be no difference in satisfaction beyond that

due to randomly distributed tastes. Under this theory of

compensating differentials, if workers prefer modern job

design, then in equilibrium employers with enriched

workplaces can offer relatively lower wages. In this case,

satisfaction levels will not vary with the degree of

enrichment, although differences might be observed after

controlling for pay and other variables. Having made these

caveats, we believe that our two hypotheses capture the

overall tenor of the different viewpoints on the likely

links between job enrichment and job satisfaction.

Honold(1997), suggests that an empowered organization is one

where managers supervise more people than in a traditional

hierarchy and delegate more decisions to their subordinates

(Malone, 1997). Managers act like coaches and help employees

solve problems. Employees, he concludes, have increased

responsibility. Superiors empowering subordinates by

delegating responsibilities to them leads to subordinates

who are more satisfied with their leaders and consider them

to be fair and in turn to perform up to the superior’s

expectations (Keller and Dansereau, In practice, the

definition of delegation appears to be of critical

importance.It can be discerned by the language used by the

researcher. The words “subordinate” and “superior” in the

language suggests giving additional tasks to employees. This

is not perceived as empowering by employees (Menon 1995).

Providing for the development of self-worth by negotiating

for latitude in decision making and changing aspects of the

employee’s job leads to increased levels of perceived self-

control and hence empowerment.

Johnson (2008), studied that absenteeism due to stress

increased slightly in South African companies in 2008

compared with the previous year. So far 3.4% of all sick

leaves taken until the end of June this year were due to

stress, depression and anxiety, according to Cams, a company

which looks at corporate absenteeism. This was line with

indications that the country was experiencing an economic

downturn. In 2007 this figure was 3.1% and 3.9% in 2006. The

research was done with the help of statistics from 100,000

employees in 60 companies, using data from doctor-issued

sick certificates. "Companies should therefore continue to

ask themselves what they could do to make their staff happy

and productive."

Mills(1973), predicts that Industrial sociologists and

psychologists have often paid little more than scant

attention to the actual work of the people they have been

studying. The literature is full of brief comments about the

work situation which lack both data and an analytical

framework. This deficiency is surprising. Work content has

been shown to have a significant impact on behaviour,

morale, and productivity in the workplace. The purpose of

job design research is to seek to understand this

relationship more clearly and then to use research-based

insights to create jobs which are more satisfying to

perform, and more efficient in performance. As such this

body of knowledge should be a subject of particular

relevance for personnel specialists since job content

considerations should affect recruitment, training,

placement and effort-reward policies. However, although job

content has very wide repercussions for the personnel area,

job design is frequently left by default to the technical

and engineering specialists, who seek to make their work

system function effectively in production rather than human

terms.

Mogelof et.al (2005), discusses context-driven job

satisfaction tradeoffs associated with careers in élite

versus non-élite organizations and the role organizations

may play in facilitating or impeding workers’ participation

in valued activities. It emphasizes the importance of

participation in valued activities as a key driver of job

satisfaction. The original purpose of this study was not to

focus on job satisfaction, but rather to conduct an

exploratory investigation of how symphony orchestra players

cope with the frustrations and disappointments of orchestra

life. Symphony orchestra players report surprisingly low

levels of job satisfaction given the perception held by many

that life and work in symphony orchestras is glamorous and

rewarding.

Orpen(2007), examined that (1) Employees in the enriched

condition perceived their jobs as more enriched than before;

(2) enrichment caused significant increases in employee job

satisfaction, job involvement, and internal motivation; (3)

enrichment led to significant decreases in absenteeism and

turnover; but (4) enrichment had little impact on

performance, whether assessed by superiors' ratings or by

actual output. These findings, which are described in terms

of the Hackman-Oldham theory of job design, are regarded as

suggestive evidence that enrichment can cause substantial

improvements in employee attitudes, but that these benefits

may not lead to greater productivity. It is argued that in

order to explain the effect of enrichment on performance, it

is necessary to consider other factors besides the

psychological states produced by jobs which are seen to have

certain characteristics.

Peter et.al (2004), said Job enrichment is a type of job

redesign intended to reverse the effects of tasks that are

repetitive requiring little autonomy. Some of these effects

are boredom, lack of flexibility, and employee

dissatisfaction (Leach & Wall, 2004). The underlying

principle is to expand the scope of the job with a greater

variety of tasks, vertical in nature, that require self-

sufficiency. Since the goal is to give the individual

exposure to tasks normally reserved for differently focused

or higher positions, merely adding more of the same

responsibilities related to an employee's current position

is not considered job enrichment.

Pettman(1979), examines that “quality of working life” (QWL)

has grown steadily over a period in which the industrialised

nations have increasingly come to question the role and

status of human beings in the modern technological

environment. In recent years concern with the nature of

work, its impact upon people, and their attitudes towards

it, seem to have sharpened. Investigation of, and

experimentation with, the qualitative aspects of working

life—its ability to confer self-fulfilment directly, for

example, as opposed to being a means of acquiring goods—has

gained momentum under the influence of a unique set of

economic, social, political and technological factors. The

outpouring of books, reports and articles from a wide

variety of sources has, not surprisingly, grown apace.

Roberts(2006), study that absence is a major issue for many

UK organizations, yet less than half monitor the cost of

absence to their business (CIPD, July 2007). On average the

cost of absence is £659 per employee per year and in

addition to this the indirect cost of absenteeism on the

organization is significant, affecting productivity levels

and knowledge management and putting customer service,

morale and corporate reputations at risk.

Managing absence is about starting with the little things.

Ullah(1991), Considers that implementing total quality

management is more a matter of changing people than changing

technologies. Shows how psychology can be used to facilitate

the process. Examines attitudes and behaviour, values and

motivation. Discusses work redesign and goal setting as

methods of motivating staff to achieve desired standards of

work behaviour. Finally, considers the importance of

psychological measurement to test customer attitudes.

Concludes that there are other areas of organisational

psychology which have implications for implementing a

programme of total quality, and that the human side of TQM

is at least as important as the technical side.

EVOLUTION OF MOTIVATION THEORIES

Mainstream theories about employee motivation have varied

greatly over the past century. Early conceptions, sometimes

termed "traditional" management theory, assumed that work

was an intrinsically undesirable pursuit and that workers

naturally sought to do as little as possible. This

translated into a sort of carrot-and-stick managerial policy

whereby companies tried to maximize motivation by providing

adequate compensation as an incentive but also by guarding

against any sign of wayward behavior through authoritarian

control regimes.

A backlash in the 1940s and 1950s against such policies,

which did not always prove particularly successful,

emphasized building a conducive social environment in which

workers felt valued and respected. This model still

maintained management's authority over all critical matters,

but attempted to make the workplace more palatable by

humanizing it.

Current notions of employee motivation started to take root

in the 1960s. Elaborating on the importance of human

factors, contemporary theories envision workers as large and

often untapped reserves of skills, ideas, and other

potential benefits to an organization. The motivation

process, according to this view, involves tailoring the work

environment and incentive structure to harness as much of

this potential as possible. This approach emphasizes

granting employees greater flexibility, power,

responsibility, and autonomy so that, to some extent, they

may shape their own work environments as they see fit, while

remaining accountable for both favorable and unfavorable

outcomes of their actions.

THEORIES APPLIED

Some attempts to bolster employee motivation still consider

only extrinsic rewards. Endless mixes of employee benefits

such as health care and life insurance, profit sharing,

employee stock ownership plans (ESOPs), exercise facilities,

subsidized meal plans, child care availability, company

cars, and more have been used by companies in their efforts

to maintain happy employees. Although some experts argue

that many of these efforts, if only directed at motivating

employees, are just a waste of company money, it is clear

that for certain individuals in certain scenarios, monetary

incentives can stimulate better job performance—at least for

a while.

The debate, rather, has been over whether such material

factors have more than a superficial impact on motivation.

Many modern theorists propose that the motivation an

employee feels toward his or her job has less to do with

material rewards such as those described above, than with

the design of the job itself. Studies as far back as 1924

show that simplified, repetitive jobs, for instance,

fostered boredom and the taking of frequent, unauthorized

breaks by those who performed them. In 1950 a series of

attitude surveys found that highly segmented and simplified

jobs resulted in lower employee morale and output. Other

consequences of low employee motivation include absenteeism

and high employee turnover, both very costly for businesses.

"Job enlargement" initiatives began to crop up in major

companies in the 1950s, with one champion of the cause being

IBM founder Thomas Watson, Sr. On the academic front, Turner

and Lawrence proposed task attributes that characterize jobs

that motivate.

Turner and Lawrence suggest that there are three basic

characteristics of a "motivating" job:

1. It must allow a worker to feel personally responsible for a meaningful

portion of the work accomplished. An employee must feel

ownership of and connection to the work he or she

performs. Even in team situations, a successful effort

will foster an individual's awareness that his or her

contributions were important in accomplishing the

group's tasks.

2. It must provide outcomes which have intrinsic meaning to the individual.

Effective work that does not lead a worker to feel that

his or her efforts matter will not be maintained. The

outcome of an employee's work must have value to him or

hers and to others in the organization.

3. It must provide the employee feedback about his or her accomplishments.

A constructive, believable critique of the work

performed is crucial to a worker's continuance or

improvement of that which has already been performed.

In 1971 Hackman and Lawler tested these ideas. Using a

telephone company as a test site, they surveyed 200

employees to determine relationships between employee

attitudes and behavior and the characteristics of the

employee's job. The study also assessed whether an

employee's reaction to his or her work was dependent upon

particular kinds of satisfactions valued by the employee.

Positive correlations were found to exist between the

quality of an employee's job, with quality jobs meeting the

three criteria above, and positive employee attitudes and

behavior. Further, "doing well" at a job was interpreted by

the employee as having put in a high quality performance,

rather than a high quantity performance. Employees felt

positively when they had accomplished something they felt

was meaningful, and strove to do so if given an encouraging

opportunity.

MOTIVATION TOOLS

The methods of motivating employees today are as numerous

and different as the companies operating in the global

business environment. What is the nature of the company and

its industry? Is it small or big? What kind of culture is

fostered? Is it conservative or innovative? What is

important to the employees? What steps have been taken to

find out?

The best employee motivation efforts focus on what employees

deem to be important. It may be that employees within the

same department of the same organization will have different

motivators. Many organizations today find that flexibility

in job design and reward has resulted in employees'

increased longevity with the company, increased

productivity, and better morale. Although this "cafeteria-

plan" approach to the work-reward continuum presents

variety, some strategies are prevalent across all

organizations that strive to improve employee motivation.

EMPOWERMENT

Giving employees more responsibility and decision-making

authority increases their control over the tasks for which

they are held responsible and better equips them to carry

out those tasks. Trapped feelings arising from being held

accountable for something one does not have the resources to

carry out are diminished. Energy is diverted from self-

preservation to improved task accomplishment. Empowerment

brings the job enlargement of the 1950s and the job

enrichment that began in the 1960s to a higher level by

giving the employees some of the power to expand their own

jobs and create new, personally identified challenges.

CREATIVITY AND INNOVATION

At many companies, employees with creative ideas do not

express them to management for fear of jeopardizing their

jobs. Company approval and toeing the company line have

become so ingrained in some working environments that both

the employee and the organization suffer. When the power to

create in the organization is pushed down from the upper

echelon to line personnel, employees are empowered and those

who know a job, product, or service best are given the

opportunity to use their ideas to improve it. The power to

create motivates employees and benefits the organization in

having a more flexible workforce, using more wisely the

experience of its employees and increasing the exchange of

ideas and information among employees and departments. These

improvements also create an openness to change that can give

a company the ability to respond quickly to market changes

and sustain a first mover advantage in the marketplace.

Minnesota Mining and Manufacturing Co., better known as 3M,

has fostered company wide creativity for decades. Its

relentless support of new ideas has paid off in

profitability and loyal employees who are so motivated that

they have the most nimble and successful new product

development system in the industry. MCI (now part of MCI

WorldCom), too, encourages employees to develop new ideas

and take chances with them. A top manager there stated, "We

don't shoot people who make mistakes around here, we shoot

people who don't take risks."

LEARNING

If employees are given the tools and the opportunities to

accomplish more, most will take on the challenge. Companies

can motivate employees to achieve more by committing to

perpetual enhancement of employee skills. Accreditation and

licensing programs for employees are an increasingly popular

and effective way to bring about growth in employee

knowledge and motivation. Often, these programs improve

employees' attitudes toward the client and the company,

while bolstering self-confidence. Supporting this assertion,

an analysis of factors which influence motivation to learn

found that it is directly related to the extent to which

training participants believe that such participation will

affect their job or career utility. In other words, if the

body of knowledge gained can be applied to the work to be

accomplished, then the acquisition of that knowledge will be

a worthwhile event for the employee and employer.

QUALITY OF LIFE

The number of hours worked each week by American workers is

on the rise again and many families have two adults working

those increased hours. Under these circumstances, many

workers are left wondering how to meet the demands of their

lives beyond the workplace. Often, this concern occurs while

at work and may reduce an employee's productivity and

morale. Companies that have instituted flexible employee

arrangements have gained motivated employees whose

productivity has increased. Programs incorporating flextime,

condensed workweeks, or job sharing, for example, have been

successful in focusing overwhelmed employees toward the work

to be done and away from the demands of their private lives.

MONETARY INCENTIVE

For all the championing of alternative motivators, money

still occupies a rightful place in the mix of motivators.

The sharing of a company's profits gives incentive to

employees to produce a quality product, perform a quality

service, or improve the quality of a process within the

company. What benefits the company directly benefits the

employee. Monetary and other rewards are being given to

employees for generating cost savings or process-improving

ideas, to boost productivity and reduce absenteeism. Money

is effective when it is directly tied to an employee's ideas

or accomplishments. Nevertheless, if not coupled with other,

non monetary motivators, its motivating effects are short-

lived. Further, monetary incentives can prove

counterproductive if not made available to all members of

the organization.

OTHER INCENTIVES

Study after study has found that the most effective

motivators of workers are non monetary. Monetary systems are

insufficient, in part because expectations often exceed

results and because disparity between salaried individuals

may divide rather than unite employees. Proven non monetary

motivators foster team spirit and include recognition,

responsibility, and advancement. Managers, who recognize the

"small wins" of employees, promote participatory

environments, and treat employees with fairness and respect

will find their employees to be more highly motivated. One

company's managers brainstormed to come up with 30 powerful

rewards that cost little or nothing to implement. The most

effective rewards, such as letters of commendation and time

off from work, enhanced personal fulfillment and self-

respect. Over the longer term, sincere praise and personal

gestures are far more effective and more economical than

awards of money alone. In the end, a program that combines

monetary reward systems and satisfies intrinsic, self-

actualizing needs may be the most potent employee motivator.

JOB ROTATION AND JOB ENLARGEMENT

Herzberg stresses the importance of distinguishing between

what job enrichment is and what it is not. Job enrichment

should not be confused with two other approaches to job

redesign, JOB ROTATION and JOB ENLARGEMENT.

JOB ROTATION involves switching people between a number of

different jobs of RELATIVELY SIMILAR COMPLEXITY.

Although this has the advantage of increasing flexibility of

production, it does not lead to motivation. A young bank

employee summed up job rotation when she said:

"After I'd been at the bank a few months I became

bored with my job. They introduced job rotation

and now I move from one boring job to another!"

JOB ENLARGEMENT involves adding more tasks of SIMILAR

COMPLEXITY to the existing job.

Once again the motivational content of the job is not

improved. Applied to the bank clerk above she might have

said:

"After I'd been at the bank a few months I became

bored with the FEW THINGS I had to do. They

introduced Job Enlargement and now I get bored

with the NUMEROUS THINGS I have to do!"

Job rotation and job enlargement BOTH FAIL TO MOTIVATE

because they do not offer the opportunity for growth in the

psychological sense. They don't allow any development nor

use latent skills and abilities; but JOB ENRICHMENT DOES.

Herzberg claims:

"JOB ENRICHMENT PROVIDES THE OPPORTUNITY FOR THE

EMPLOYEE'S PSYCHOLOGICAL GROWTH."

DIFFERENCE BETWEEN JOB ROTATION AND JOB ENLARGEMENT

These three aspects are related to Job Design Approaches.

Following are the three aspects in detail:

i) Job Rotation:

Job rotation, as the name suggests means rotating the job.

It involves the movement of employees through a range of

jobs in order to increase interest and motivation. It can

improve "multi-tasking" but also involves the need for

continuous training. It reduces boredom and disinterest

through diversifying the employee's activities. With the

help of Job Rotation, the management can easily identify in

which area the particular employee is best at work.

Job Rotation also has certain drawbacks:

Every time an employee is transferred to other department;

it will cost a huge training cost.

Employees may take time in adjusting with the new

environment.

ii) Job Enlargement:

Job Enlargement means the expansion of the number of

different tasks performed by employee under a single job or

in a horizontal manner. It attempts to add some similar

tasks in the existing job. It enhances the interest of the

employee.

Job Enlargement is beneficial for employers as they are

getting more amount of work in similar pay.

There are few main reasons because of which an employee is

motivated to continue with Job enlargement. They are:-

Task Variety: There can be number of tasks to perform under

the enlargement scheme; which tends to give a good variety

to the workers to perform and it also helps them to be away

from the boredom.

Utilization of the Ability: With the enlarged role in job

the workers tend to use their highest ability to perform the

task in better and efficient manner which acts as a

motivational factor for them. The fact that management has

to take care at this stage is that they should not stretch

or enlarge the job in such a manner in which the employee

feels frustrated and bored or the job should not become

monotonous. On the contrary, management should find such a

task and way of accomplishing it so that the employee should

accept as a challenge which can be fulfilled easily with

flying colours.

Feedback on the basis of Performance: Timely feedback

enhances the motivation of the employees to work effectively

and efficiently every time.

Along with the benefits which Job enlargement has, it also

has certain drawbacks. They are: Workers may require

additional training for the new task, which may cause

increase in the training budget. If a new system is

introduced first time; it may decrease the productivity.

iii) Job Enrichment:

Enrichment in the tasks which a worker performs means Job

enrichment. It also means that additional authority is

granted to the employee in his tasks list. The company can

also introduce new and more difficult tasks not handled

previously. It provides opportunity for employee's

psychological growth.

The theory of Job enrichment was first stated by Herzberg.

According to him, it has eight characteristics. They are:

Direct Feedback: Feedback given at the time of the result

increases the morale of the worker to perform better.

Client Relationship: Serving the clients either external or

internal enhances the job in many ways. External clients are

the outside customers for eg: if an officer working in a

showroom attends the customers and finishes a sale it means

that he gave service to the external customer. But on the

other hand internal customer is the other employee of the

same organization. For eg: the same employee coordinates

with the employee from the other department it means that

he/she served internal customer.

Empirical Strategy

In order to test the hypotheses on the effect of

enrichment on job satisfaction, we follow Clark and Oswald

(1996) in treating job satisfaction, s, as a function that

depends on pay, benefits and a variety of other factors. We

therefore define an individual’s job satisfaction:

(1) s = s (y, h, i, j)

where y represents a vector of variables describing pay and

benefits, h is hours of work, and i and j represent individual

and job characteristics, respectively. Job characteristics

include the measures of enrichment. Positive coefficients on

these variables would support the motivation hypothesis,

while negative oneswould suggest intensification. In order

to estimate equation (1), we must assume that measures of

satisfaction are comparable across individuals; this

assumption is commonly made in the psychology literature but

is uncommon among economists.

Correct estimation of equation (1) poses some specific

econometric issues. For example, in order to control

adequately for y we estimate equation 1 not only by

controlling for wages, but also by controlling for a wide

range of benefits, and several forms of incentive pay.

Correct estimation of the last two variables, i and j is

particularly difficult in a cross section. Although our

estimations can control for many characteristics of both

workers and workplaces, unobservable characteristics of both

might bias these results if correlated with both job

satisfaction and the regressors. One such example is

management style. It may be that working for an effective

manager increases a worker’s job satisfaction and that

effective managers employ enrichment techniques like job

rotation and frequent feedback. Thus, some part of the

effect of these variables on job satisfaction might in fact

be the effect of management style on job satisfaction,

biasing the result.

The unique design of the WES allows us to control for

such unobserved workplace characteristics in cross-sectional

estimates. The WES consists of matched employee and employer

surveys. In one set of surveys, employees are asked about

the characteristics of their jobs, including whether they

participate in enrichment practices such as suggestion

programs, flexible job design, information sharing, etc.

Separate surveys ask employers if they use (on a formal

basis) these same enrichment practices. The employer

responses diverge significantly from employee responses on

the same work practices. Even if an employer has a formal

program implementing some work organization practice, this

does not mean that all surveyed workers will hold jobs

employing this practice. It is also possible for particular

jobs to have features of enrichment, even if the employer

does not have a formal program advocating that feature. The

employer responses allow us to control for aspects of

management style that might be correlated with the

enrichment variables. If the effect of a particular

workplace feature erroneously captures the unobserved

management style, then we would expect the effect to

disappear when controlling for the organizational practices

of the firm. The employer portion of the survey allows us to

control for six characteristics that describe how work is

organized and an additional 12 characteristics describing

how decisions are made. All 18 of these control variables

are described in the appendix, at the bottom of table A3.

After analyzing the effect of enrichment on job

satisfaction in the full sample, we get further insight into

the intensification hypotheses by separately estimating job

satisfaction for enriched and unionized workers. In these

subsets, intensification may be more evident. For example,

if workers find small amounts of enrichment desirable, but

associate larger amounts of enrichment with increased job

intensity, then we would expect to see either smaller or

negative effects of enrichment on satisfaction in workplaces

that apply several different forms of enrichment. If workers

who opt to join unions are particularly concerned about job

intensity and scope, then we may see strong evidence of the

intensification in this sub-sample.

We also test the intensification hypothesis directly

using two different measures. First, we identify those

workers who respond that they would like to reduce their

workweek, and also respond that one reason is work-related

stress. If enrichment increases the likelihood of a

respondent belonging to this group, then we view this as

evidence consistent with the intensification hypothesis.

Second, some prior studies find a causal relationship

between some enrichment variables and workplace hazards or

workplace injuries (Askenazy 2001; Brenner, Fairris and

Ruser 2004). Therefore, we also regress days of paid sick

leave taken as a function of the enrichment variables. A

positive and significant relationship here would also

support the intensification hypothesis.

Our ability to better control for individual-specific

and workplace-specific variables makes an important

contribution to the empirical literature on job

satisfaction. Most large micro data sets of workers do not

contain rich information on workplace and job

characteristics. Therefore, the best current work has used

data sets limited to a small number of workplaces, which

allows researchers to better identify job characteristics

and also to observe several workers at the same firm or

jobsite. Drago, Estrin and Wooden (1992), Gordon and Denisi

(1995), and Brown and McIntosh (2003) show that controlling

for workplace characteristics does qualitatively change

conclusions about job-satisfaction. This work, along with

Clark (1999) and Bauer (2004), is among the first to study

the relationship between job characteristics and job

satisfaction in a broadly representative data set.

Therefore, it reveals how well prior results generalize, and

allows for a much more precise identification of the effects

of different types of job characteristics. In particular, we

are unaware of other papers that use matched data, which

allows us to effectively control for unobserved management

characteristics.

RESEARCH METHODOLOGY

METHODOLOGY

Methodology is the science dealing with principles of

procedure in research and study. It is the backbone of

project work. Methodology can be defined a: “the analysis of

the principles of the methods, rules, and postulates

employed by a discipline”. It describes how the researcher

selects his sample, sample size, methods of data collection,

various tools used for studying the problem and objective in

view. Methodology includes a collection of theories,

concepts or ideas as they relate to a particular discipline

or field of inquiry.

RESEARCH METHODOLOGIES

Research methodology is the systematic way to solve the

research problem. It is the science of studying, how a

researcher is done scientifically. Research refers to a

search of knowledge one can also define research for the

pertinent information on a specific topic. The research is a

care full investigation or enquiry through research for new

facts in any branch of knowledge.

There are four main aspects of the research

methodology: design, sampling, data collection, the data

analysis. If inappropriate methodology is used, or if

appropriate, methodology is used poorly, the results of a

study could be misleading.

RESEARCH DESIGN

Research design refers to the conception structure

within which research would be conducted. A research design

indicates a plan of action to be carried out in connection

with a proposed research work; it provides guideline for

knowing whether the research is moving in the right

direction.

In this study the analytical wise research design is

used. The study includes survey and facts finding enquires

of different kinds. Further it deals with demographic

factors such as age, sex, education qualification etc.

RESEARCH PROCEDURE

Identification of research problem

Literature review

Specifying the purpose of research

Determine specific research questions or hypotheses

Data collection

Analyzing and interpreting the data

Reporting and evaluating research

SAMPLING

In statistics and survey methodology, sampling is

concerned with the selection of a subset of individuals from

within a population to estimate characteristics of the whole

population.

SAMPLE TECHNIQUES

a) Population

Population is a set of finite or infinite collection of

individuals. Population of this study is the employees of

roots industry limited in Coimbatore.

b) Sample elements

Sample elements of this study are taken from the

employees of roots industry limited.

c) Sample size

Sample size refers to the number of the respondent to

be selected from the total population to collect

information. The sample size of this study is 100 employees.

d) Sample method

In this study the sample method used is the

descriptive sampling. Here 100 employees are taken on the

basis of convenient sampling. No specific method is used in

this. These methods have no strict laws. It is done as per

the convenient of the researcher.

e) Sampling unit

This is that element or set of elements considered for

selection in some stage of sampling (same as the elements,

in a simple single-stage sample). In a multi-stage sample,

the sampling unit could be blocks, households, and

individuals within the households.

f) Sample Design

Sample design is definite plan determined before any

data is actually for obtaining a sample from a given

population. This refers to a set of rules or procedures that

specify how a sample is to be selected. This can either be

probability or non-probability.

g) Parameter of Interest

Employees of Roots Industry Limited is the parameter of

interest.

DATA COLLECTION

Survey method has been used to collect samples. It is the

most commonly used method of primary data collection,

survey technique is a systematic gathering of data from

respondent through questionnaires. In this study

questionnaire has been used for collecting primary data

through survey method.

SOURCE OF DATA

Both primary and secondary data have been used for data

collection.

a.Primary dataThe primary data are those data which are collected by

the investigator or his agents for the first time and have

original in character. They are the actual information which

is received by the researcher for the study from the actual

field of research.

Source of Primary data:

In this study the method used for collection of

primary data is questionnaire survey method. Questionnaire

survey means planned effort to collect the desired

information from a representative sample of the relevant

population. A questionnaire provides a concrete basis for

negative as well as positive evaluation of respondent. So, a

questionnaire was prepared for the conducting the survey.

b. Secondary data

Secondary data are those data which are already

collected by someone for his own purpose from old files,

records, published or unpublished sources, annual reports of

the company. It can be also defined as those data that are

collected from some other persons or from some other persons

or from the organization itself.

Sources of secondary data:

Company manuals

Company website

Annual report

Periodicals and publications

ANALYSIS AND INTERPRETATION

Frequencies:

Bar Chart

Age

Frequenc

y Percent

Valid

Percent

Cumulative

Percent

Valid 21-30 48 45.7 45.7 45.7

31-40 39 37.1 37.1 82.9

Above

4018 17.1 17.1 100.0

Total 105 100.0 100.0

Gender

Frequenc

y Percent

Valid

Percent

Cumulative

Percent

Valid Male 88 83.8 83.8 83.8

Female 17 16.2 16.2 100.0

Total 105 100.0 100.0

Salary

Frequenc

y Percent

Valid

Percent

Cumulative

Percent

Valid Below 5000 2 1.9 1.9 1.9

5000-10000 29 27.6 27.6 29.5

10000-

1500026 24.8 24.8 54.3

Above

1500048 45.7 45.7 100.0

Total 105 100.0 100.0

Education Qualification

Frequenc

y Percent

Valid

Percent

Cumulative

Percent

Valid 10th 10 9.5 9.5 9.5

12th 5 4.8 4.8 14.3

Diploma 28 26.7 26.7 41.0

Degree 44 41.9 41.9 82.9

Post

Graduate18 17.1 17.1 100.0

Total 105 100.0 100.0

Experience

Frequenc

y Percent

Valid

Percent

Cumulative

Percent

Valid 0-5yrs 26 24.8 24.8 24.8

5-10yrs 30 28.6 28.6 53.3

10-15yrs 29 27.6 27.6 81.0

15-20yrs 16 15.2 15.2 96.2

Above

20yrs4 3.8 3.8 100.0

Total 105 100.0 100.0

i have the skills and abilities to do more jobs

Frequenc

y Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Agree42 40.0 40.0 40.0

Agree 60 57.1 57.1 97.1

Neutral 3 2.9 2.9 100.0

Total 105 100.0 100.0

motivation is important to do the vertically loaded

jobs

Frequenc

y Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Agree35 33.3 33.3 33.3

Agree 64 61.0 61.0 94.3

Neutral 6 5.7 5.7 100.0

Total 105 100.0 100.0

the amount of the work i am expected to do on my job

is reasonable for me and to the company

Frequenc

y Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Agree19 18.1 18.1 18.1

Agree 76 72.4 72.4 90.5

Neutral 8 7.6 7.6 98.1

Disagree 2 1.9 1.9 100.0

Total 105 100.0 100.0

my department has good priorities and direction for

employees

Frequenc

y Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Agree29 27.6 27.6 27.6

Agree 66 62.9 62.9 90.5

Neutral 8 7.6 7.6 98.1

Disagree 2 1.9 1.9 100.0

Total 105 100.0 100.0

i have adequate information and knowledge which

enables me to do my jobs well

Frequenc

y Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Agree24 22.9 22.9 22.9

Agree 76 72.4 72.4 95.2

Neutral 5 4.8 4.8 100.0

Total 105 100.0 100.0

opportunity is given in the company to use my variety

of skills

Frequenc

y Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Agree18 17.1 17.1 17.1

Agree 78 74.3 74.3 91.4

Neutral 8 7.6 7.6 99.0

Disagree 1 1.0 1.0 100.0

Total 105 100.0 100.0

opportunity is given in the company to complete my

entire task which i can do by own

Frequenc

y Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Agree21 20.0 20.0 20.0

Agree 76 72.4 72.4 92.4

Neutral 8 7.6 7.6 100.0

Total 105 100.0 100.0

i am confident of my ability to do my job and enriched

job

Frequenc

y Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Agree34 32.4 32.4 32.4

Agree 68 64.8 64.8 97.1

Neutral 3 2.9 2.9 100.0

Total 105 100.0 100.0

i am self-assured about my capabilities to perform my

work and enriched work

Frequenc

y Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Agree36 34.3 34.3 34.3

Agree 66 62.9 62.9 97.1

Neutral 3 2.9 2.9 100.0

Total 105 100.0 100.0

i have mastered in the skills which is necessary for

my job and also to do other jobs

Frequenc

y Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Agree27 25.7 25.7 25.7

Agree 68 64.8 64.8 90.5

Neutral 10 9.5 9.5 100.0

Total 105 100.0 100.0

i can decide on my own about how to do my own work

Frequenc

y Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Agree20 19.0 19.0 19.0

Agree 73 69.5 69.5 88.6

Neutral 10 9.5 9.5 98.1

Disagree 2 1.9 1.9 100.0

Total 105 100.0 100.0

i have considerable opportunity for independence and

freedom in how to do my own job

Frequenc

y Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Agree22 21.0 21.0 21.0

Agree 67 63.8 63.8 84.8

Neutral 15 14.3 14.3 99.0

Disagree 1 1.0 1.0 100.0

Total 105 100.0 100.0

i have significant autonomy in determining how to do

my own job

Frequenc

y Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Agree14 13.3 13.3 13.3

Agree 76 72.4 72.4 85.7

Neutral 15 14.3 14.3 100.0

Total 105 100.0 100.0

if job enrichment is made i can be more effective

Frequenc

y Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Agree20 19.0 19.0 19.0

Agree 74 70.5 70.5 89.5

Neutral 10 9.5 9.5 99.0

Disagree 1 1.0 1.0 100.0

Total 105 100.0 100.0

i have more technical/behavioral skills to contribute

more to the company

Frequenc

y Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Agree26 24.8 24.8 24.8

Agree 68 64.8 64.8 89.5

Neutral 10 9.5 9.5 99.0

Disagree 1 1.0 1.0 100.0

Total 105 100.0 100.0

job enrichment increases level of skill flexibility

Frequenc

y Percent

Valid

Percent

Cumulative

Percent

Valid Strongly

Agree20 19.0 19.0 19.0

Agree 72 68.6 68.6 87.6

Neutral 13 12.4 12.4 100.0

Total 105 100.0 100.0

considering everything how far you satisfied with your

job

Frequenc

y Percent

Valid

Percent

Cumulative

Percent

Valid Highly

Satisfied19 18.1 18.1 18.1

Satisfied 74 70.5 70.5 88.6

Neutral 10 9.5 9.5 98.1

Dissatisfied 1 1.0 1.0 99.0

Highly

Dissatisfied1 1.0 1.0 100.0

Total 105 100.0 100.0

do you think that job enrichment has a good effect on

skill improvement of employees

Frequenc

y Percent

Valid

Percent

Cumulative

Percent

Valid Yes Majorly 42 40.0 40.0 40.0

Yes Quite a

Bit60 57.1 57.1 97.1

Not Really 3 2.9 2.9 100.0

Total 105 100.0 100.0

whether you can use your variety of skills to increase

the production of the company

Frequenc

y Percent

Valid

Percent

Cumulative

Percent

Valid Yes Majorly 51 48.6 48.6 48.6

Yes Quite a

Bit51 48.6 48.6 97.1

Not Really 3 2.9 2.9 100.0

Total 105 100.0 100.0

rank the department you would like to enrich your job

Frequenc

y Percent

Valid

Percent

Cumulative

Percent

Valid Production 57 54.3 54.3 54.3

Marketing 22 21.0 21.0 75.2

Finance 13 12.4 12.4 87.6

Human

Resource8 7.6 7.6 95.2

Selling 1 1.0 1.0 96.2

Design 1 1.0 1.0 97.1

Tool Design 2 1.9 1.9 99.0

IT 1 1.0 1.0 100.0

Total 105 100.0 100.0

rank the techniques you need in job enrichment

Frequenc

y Percent

Valid

Percent

Cumulative

Percent

Valid Change in Nature

of Work40 38.1 38.1 38.1

Change in

Department of Work19 18.1 18.1 56.2

To Work with New

Team25 23.8 23.8 80.0

More Work with

Less Manpower21 20.0 20.0 100.0

Total 105 100.0 100.0

rank the monetary rewards you need

Frequenc

y Percent

Valid

Percent

Cumulative

Percent

Valid Salary 85 81.0 81.0 81.0

Wage 6 5.7 5.7 86.7

Incentives 11 10.5 10.5 97.1

Commission 2 1.9 1.9 99.0

Paid Leave 1 1.0 1.0 100.0

Total 105 100.0 100.0

rank the non monetary rewards you need

Frequenc

y Percent

Valid

Percent

Cumulative

Percent

Valid Recognition 39 37.1 37.1 37.1

Praise 9 8.6 8.6 45.7

Feedback 8 7.6 7.6 53.3

Fulfilling

Work4 3.8 3.8 57.1

Achievements 8 7.6 7.6 64.8

Responsibili

ty15 14.3 14.3 79.0

Autonomy 1 1.0 1.0 80.0

Influence 2 1.9 1.9 81.9

Personal

Growth19 18.1 18.1 100.0

Total 105 100.0 100.0

if your enriched job takes extra time than

working hours to complete your task will you

like to do it

Frequenc

y Percent

Valid

Percent

Cumulative

Percent

Valid Yes 87 82.9 82.9 82.9

No 18 17.1 17.1 100.0

Total 105 100.0 100.0

if yes how many hours you like to work

Frequenc

y Percent

Valid

Percent

Cumulative

Percent

Valid One Hour 7 6.7 6.7 6.7

Two Hours 34 32.4 32.4 39.0

Three Hours 18 17.1 17.1 56.2

Above Three

Hours28 26.7 26.7 82.9

Not at All 18 17.1 17.1 100.0

Total 105 100.0 100.0

ONEWAY EducationQualification BY IHaveTheSkillsAndAbilitiesT

oDoMoreJobs

Oneway

ANOVA

Education

Qualification

Sum of

Squares df

Mean

Square F Sig.

Between

Groups1.488 2 .744 .581 .561

Within

Groups130.702 102 1.281

Total 132.190 104

CONCLUSION:

From the above study we can deduce that the job

enrichment helps in increasing motivation and reducing

turnover but does not help much to reduce absenteeism.

All these effects combined together help in increasing

job satisfaction of an employee

Employers often use in their speeches the cliché that

“Employees are our most important asset” without doing much

to improve working conditions and the motivation of

employees to do their best for the organization. In today’s

fast changing environment employees are faced with

increasing demands from various sources. Also with the

rising level of education employees aren’t anymore satisfied

with repetitive, not meaningful, tasks. Job enrichment

offers a good way to increase the variety of work and to

motivate employees to truly commit themselves for the

benefit of the whole organization. In increasingly

competitive environment, management finds that the best way

to achieve corporate goals is to work together with the

persons who are closest to the actual work. Companies that

implement programs that enhance employees’ knowledge,

abilities, and experience and allow them to apply these new

skills in their work will be profitable in the future.

BIBLIOGRAPHY

BOOKS

Jain.T.R, Statistics for MBA, 2nd Edition

Ashwatthapa, Human Resource Management, 7th Edition

WEBSITES

www.emeraldinsight.com/Insight/viewContentItem

www.articlesbase.com/management-articles/ job - enrichment

www.eurofound.europa.eu/emire/IRELAND/ JOBENRICHMENT

QUESTIONNAIRE

A Study on Employees Job Enrichment

Personal Details (1-7):

1. Name:

2. Age:

Below 20 21-30 31-40 Above 40

3. Gender:

Male Female

4. Salary:

Below 5000 5000-10000 10000-15000 Above 15000

5. Education Qualification:

10th 12th Diploma Degree Post Graduate

6. Mobile Number:

7. Experience:

Please indicate your level of Agreement or Disagreement with the

following Statements by placing a tick mark in the relevant grid

(Strongly Agree = SA, Agree = A, Neutral = N, Disagree = DA,

Strongly Disagree = SDA).

S.N

O

Statements SA A N DA SDA

8. I have the skills and abilities to

do more jobs

9. Motivation is important to do the

vertically loaded jobs

10. The amount of the work I am

expected to do on my job is

reasonable for me and to the

company

11. My department has good priorities

and direction for employees

12. I have adequate information and

knowledge which enables me to do

my jobs well

13. Opportunity is given in the

company to use my variety of

skills

14. Opportunity is given in the

company to complete my entire task

which I can do by own

15. I am confident of my ability to do

my job and enriched job

16. I am self-assured about my

capabilities to perform my work

and enriched work

17. I have mastered in the skills

which necessary for my job and

also to do other jobs

18. I can decide on my own about how

to do my work

19. I have considerable opportunity

for independence and freedom in

how to do my own job

20. I have significant autonomy in

determining how to do my own job

21. If job enrichment is made, I can

be more effective

22. I have more technical/ behavioral

skills to contribute more to the

company

23. Job enrichment increases level of

skill flexibility

24. Considering everything, how far you satisfied with your

job?

Highly Satisfied Satisfied Neutral Dissatisfied

Highly Dissatisfied

25. Do you think that job enrichment has a good effect on

skill improvement of employees?

Yes, Majorly Yes, Quite a bit Not Really Not at all

26. Whether you can use your variety of skills to increase

the production of the company?

Yes, Majorly Yes, Quite a bit Not Really Not at all

27. Rank the department you would like to enrich your job

Production

Marketing

Finance

Human Resource

Packing

Selling

28. Rank the Techniques you need in job enrichment

Change in nature of work

Change in department of work

To work with new team

More work with less manpower

29. Rank the Monetary Rewards you need

Salary

Wage

Incentives

Commission

Paid leave

30. Rank the Non Monetary Rewards you need

Recognition

Praise

Feedback

Fulfilling Work

Achievements

Responsibility

Autonomy

Influence

Personal Growth

31. If your enriched job takes extra time than working hours

to complete your task will you like to do it?

Yes No

32. If yes how many hours you like to work?

One Hour Two Hours Three Hours Above Three Hours Not

at all