HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

i. more workers are able to do various jobs; this can overcome the problem of
absenteeism
ii. Teams can do their one checking and less supervisor are needed
iii. All companies that have introduced programmes of job enrichment claimed that it led
to reduction in labour turnover, raised productivity and improved employees’ morale.
Disadvantages
i. possible high cost of re-designing plant or re-tooling.
ii. Unless all levels of workers and management are committed to change, especially
change that affect the basic content of their jobs, job enrichement may not work. It
takes a long time to change attitudes.
iii. It is easier to introduce only if there is an end product
iv. Some persons do not want responsibility and this must be considered a substitute for an
appropriate pay scheme.
3.2.1 Job Enlargement
Job enlargement follows the same concept but on a horizontal plane. This can be termed “more of
the same job” or the horizontal loading of jobs. It is done by adding tasks on duties of the same
type and level but without adding more responsibility on needed more skill. Hence job
enlargement refers to the practice of expanding the content of a job by increasing the number and
variety of tasks on duties performed at the same level. For example, a production line worker who
installed only the bumper on a car may have his job enlarged to install both the bumper and the
front hood. Job enlargement attempts to make a job more varied by removing the dullness
associated with performing repetitive operation.
Advantages
(i) Reduction in worker fatigue and relief from boredom where work is specialize and
repetitive.
(ii) Employee/worker can exercise more control over his working space and use a wider range
of skills.
Disavantages
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