Evaluation of Job Enlargement Research Assignment
Evaluation, Job, Enlargement, Research, Assignment
You must use at least 1 peer-reviewed reference published within the past 4 years (and not used in the original posting) in your response.
Do not simply revisit what was discussed in the thread, but add information from the unique article you researched on the concept and compare the findings. Did the findings of the article you found and the articles used in the original thread agree, disagree, address different aspects of the concept?
Use APA format and write in 3rd person.
Job enlargement is defined as giving people additional tasks at the same time to alleviate boredom.
The article, “Managing Job Design: The Roles of Job Rotation, Job Enlargement, and Job Enrichment on Job Satisfaction,” was composed by Nurul Alias, Rozana Othman, Latifah Hamid, and other respected business and economic professionals.
The authors address how job design, the combination of job enrichment, job rotation, and job enlargement, have an effect on job satisfaction. The authors designed a survey in which they received 100% participation to distinguish the correlation between job design and job satisfaction (Alias, Othman, Hamid, et al., 2018).
The authors were able to conclude that job rotation contributed to the most job satisfaction whereas job enlargement actually contributed to the least amount of job satisfaction because it involved adding more work- related tasks to employees’ already heavy loads (Alias, Othman, Hamid, et al., 2018).
Despite the variance in attribution to job satisfaction, all three job designs showed to have a positive correlation with job satisfaction, indicating the importance of job design when trying to promote job satisfaction.
Job enlargement can contribute to greater job satisfaction, and it is a good way of alleviating boredom, according to Bateman (Bateman, 2020, p 271). In the study previously discussed above, the researchers handed out surveys to both those who worked in main headquarter offices, and those who worked in a Water Treatment Plant and Pump House (Alias, Othman, Hamid, et al., 2018).
Because job enlargement is often used to end boredom for employees and give them more work-related tasks to complete, it is understandable to see why job enlargement would not be as effective for those who complete more physically demanding tasks such as those of the Water Treatment Plant and Pump House.
According to Bateman, “at a financial services firm, enlarged jobs led to higher job satisfaction, better error detection by clerks, and improved customer service” (Bateman, 2020, p 271).
It is reasonable to conclude that job enlargement is more effective when applied to more white-collard type jobs as opposed to physically demanding blue-collard jobs.
Overall, job enlargement is a good tool to use in order to give employees more meaning to their jobs, add more challenging work, and to create diversity among the work employees complete (Alias, Othman, Hamid, et al., 2018). As a result, employees often experience more job satisfaction and motivation towards their work (Alias, Othman, Hamid, et al., 2018).
Job enlargement is believed to have a positive correlation with job crafting. Job crafting stems from the needs of people to have control, obtain a positive self-image, and make human connections (Berdicchia, Nicolli, & Masino, 2016). These can be achieved through “changing task boundaries, changing relational boundaries, and changing cognitive task boundaries” (Berdicchia, Nicolli, & Masino, 2016).
Ultimately, the goal is to increase job satisfaction. Job enlargement plays a key role in each of these changes because creating more work-related tasks for employees allows them to stretch themselves through tasks, relationships, and cognitive challenges. Job enlargement can increase meaningfulness of work as well as produce feelings of vigor and dedication towards a job (Berdicchia, Nicolli, & Masino, 2016).
Job enlargement can potentially stimulate creativity, flexible role orientation, and proactivity (Berdicchia, Nicolli, & Masino, 2016). One particular thing that can be detrimental to job enlargement is perceived self-competence.
Because job enlargement is used to create more value in work by distributing more tasks that align with organizational goals, it may be difficult for those with lower self-competence to ask for help out of fear of being scrutinized by others (Berdicchia, Nicolli, & Masino, 2016).
On the opposite spectrum, those with higher self-competence may struggle with asking for help out of fear of not wanting to appear incompetent (Berdicchia, Nicolli, & Masino, 2016). As a result, when paired with perceived self-competence, job enlargement could potentially cause some employees to be afraid to ask for help in their newly assigned tasks.
Jesus created job enlargement for his disciples. The disciples were not just called to follow him, but upon his ascent back into Heaven, his disciples were called to go out into the world and make disciples of all nations (Matthew 28:19, NIV). Even in the great commission Jesus creates job enlargement.
Not only are disciples supposed to make more disciples, but they are instructed to baptize and teach others how to obey Jesus’ commands (Matthew 28:20). Jesus does not just want to create mindless followers, but he wants to give more meaning to the mission of his disciples by inviting them to partner with him, the Father, and the Holy Spirit, in changing the world and restoring creation back into a relationship with God.
Bateman, T. S., Snell, S. A., & Konopaske, R. (2020). M: Management (6th ed.). New York, NY: McGraw-Hill Education.
Berdicchia, D., Nicolli, F., & Masino, G. (2016). Job enlargement, job crafting and the moderating role of self-competence. Journal of Managerial Psychology, 31(2), 318-330. doi:http://dx.doi.org.ezproxy.liberty.edu/10.1108/JMP-…
Alias, N. E., Othman, R., Hamid, L. A., Salwey, N. S., Romaiha, N. R., Samad, K. A., & Masdek, N. R. N. M. (2018). Managing job design: The roles of job rotation, job enlargement and job enrichment on job satisfaction. Journal of Economic & Management Perspectives, 12(1), 397-401. Retrieved from http://ezproxy.liberty.edu/login?url=https://searc…