Impact on job enrichment and employee motivation

Project Report

On

IMPACT OF JOB ENRICHMENT ON EMPLOYEE MOTIVATION

On

Glaxosmithkline Pharm aceuticals Limited

UNDER GUIDEANCE OF:

MRS. PRAKASH MA`AM SUBMMITED BY: SWATI GUPTA MBA FINAL YEAR

Acknowledgement

A research cannot be said to be work of an individual. A research is a combination of views and

ideas, suggestions and contributions of many people.

We take this opportunity to thank all the people whose cooperation and encouragement made the

completion of this research project a possibility.

First of all we wish to express my sincere gratitude and for all the support throughout the

project study to my research guide Mrs. Pooja Prakash under whose guidance the Research was

undertaken. Without her supervision at each stage of research, the task would not have been

accomplished.

Last but not the least I wish to thank all the respondents who gave me some of their

valuable time to fill up the questionnaires, without which the Research wouldn’t have been a

success.

CONTENTS

PREFACECERTIFICATEACKNOWLEDGEMENTCHAPTER 1

1.1 INTRODUCTION1.2 REVIEW OF LITERATURE

CHAPTER 22.1 COMPANY PROFILE2.2 HISTORY2.3 GROWTH

CHAPTER 3 3.1 OBJECTIVE OF THE STUDY

3.2 RESEARCH METHODOLOGY

3.3 RESEARCH DESIGN

3.4 SAMPLE SIZE

3.5 SAMPLING TECHNQUE

3.6 SOURCES OF DATA

CHAPTER 4

4.1 ANALYSIS OF THE DATA

4.2 FINDINGS

4.3 LIMITATIOM OF STUDY

CHAPTER 5

CONCLUSION

CHAPTER 6

BIBLIOGRAPHY

CHAPTER 7

APPENDICE

EXECUTIVE SUMMARY

Someone has rightly said that practical experience is far better and closer to the real world than

more theoretical exposure. The practical experience helps the students to view the real business

world closely, which in turn widely influences their perceptions and arguments their

understanding of the real situation.

Research work constitutes the backbone of any management education programmed. A

management student has to do research work quiet frequently during his entire span.

MBA is the stepping-stone to management care in order to reach practical and concrete results.

This project is on Impact of Job Enrichment on Employee Motivation of GlaxoSmithKline

Pharmaceuticals Ltd.

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 so

as 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.

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 in

decision 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 ON

EMPLOYEE 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.

Chapter 1

1.1 Introduction: Job Enrichment

The current research project is based on JOB ENRICHMENT. The new changes both in science

and technology and business environment have brought a change in functional approach of an

industrial organization. The human resource executive plays a significant role to set and achieve

the objectives as the functional horizon is extended from legalistic mundane approach to human

relation. Employees are not perceived as human resource, as some human resource experts have

termed the human resource as “knowledge capital” of the organization.

It is, therefore, imperative for human resource executive to adopt a rationale approach to muster

and accumulate the so-called knowledge capital. This places an immense responsibility on HR

executive, as there no direct scale to measure human HR activities vis-à-vis the output.

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.

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. 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.

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.

There are three key parts to the process of job enrichment:

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 employee’s 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

3. Make sure the employee wants the reward. How to find out?

Ask them

Use surveys( checklist, listing, questionnaire)

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 are not considered job enrichment.

The basis for job enrichment practices is the work done by Frederick Herzberg in the 1950's and

60's, which was further refined in 1975 by Hackman and Oldham using what they called the Job

Characteristics Model. This model assumes that if five core job characteristics are present, three

psychological states critical to motivation are produced, resulting in positive outcomes (Kotila,

2001). Figure 1 illustrates this model.

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 Ederle

(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.

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.

1.2 Review of Literature

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 industrialized 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-fulfillment 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 behavior, values and motivation. Discusses work redesign and

goal setting as methods of motivating staff to achieve desired standards of work behavior.

Finally, considers the importance of psychological measurement to test customer attitudes.

Concludes that there are other areas of organizational psychology which have implications for

implementing a programmed of total quality, and that the human side of TQM is at least as

important as the technical side.

INT RODUCTION OF A COMPANY

Chapter 2

2.1 COMPANY PROFILE

GlaxoSmithKline plc (LSE: GSK NYSE: GSK), often abbreviated to GSK, is a global pharmaceutical, biologics, vaccines and consumer healthcare company headquartered in London, United Kingdom. It is the world's third largest pharmaceutical company measured by revenues (after Johnson & Johnson and Pfizer). GlaxoSmithKline (GSK) is a research-based pharmaceutical company with operations in more than 117 countries, and products sold in over 130 countries. Our business employs over 100,000 people in 117 countries. In 2000, GSK was formed by the merger of Glaxo Wellcome and SmithKline Beecham. The major markets for the company’s products are the US, France, Japan, the UK, Italy, Germany and Spain. In 2005, the company entered into an innovative public-private partnership to develop vaccines against some of the world’s most feared diseases such as, AIDS, malaria and tuberculosis.

The company has two business segments: pharmaceuticals, which include prescription pharmaceuticals and vaccines; and consumer healthcare, which consists of over-the-counter medicines, oral care and nutritional healthcare.

GSK’s prescribed pharmaceutical product lines include antibiotics, antidepressants, gastrointestinal, dermatological, respiratory, cancer and cardiovascular medications. GSK has a more balanced portfolio than many of the larger pharmaceutical manufacturers, covering central nervous system disorders, respiratory and anti-infective (including HIV treatments) including anti-viral and anti-bacterial, each contributing approximately one fifth of its drug sales. The company’s largest therapeutic area deals with disorders of the central nervous system, led by the anti-depressant ‘Seroxat/Paxil’. GSK has a wide variety of vaccines against diseases including hepatitis A and B, diphtheria, tetanus, whooping cough and influenza. Pharmaceuticals and vaccines contributed USD32.11 billion in 2005, a growth of 9.13% over 2004. Pharmaceuticals and vaccines accounted for 86% of total revenues in 2005.

Alongside its pharmaceutical business, GSK’s consumer healthcare division brings oral healthcare, over-the-counter medicines and nutritional healthcare products to millions of people. Consumer healthcare reported revenues at USD5.16 billion in 2005, which accounts for 13.85% of the company’s total revenue. This represents a growth of 3.92% over the previous year.

Division of GlaxoSmithKline Company

There are eight divisions in gsk which deals different fields of disease. In Gsk these division known as in term of Teams.

1. Enteroplus Team -12. Derma - Team-23. Asclapius Team-34. Unikorn Team-4 5. Vaccines Team-56. Pulmonary & Critical Care(PACC) Team-67. Oncology Team-78. Pegasus Team-8

LIST OF PRODUCTS:-

The company's products include:

1. AUGMENTIN

2. BETNOVATE

3. BETNESOL

4. BIOTENE

5. BOOST

6. CALPOL

7. CEFTUM

8. DITIDE

9. FORTUM

10. HORLICKS11. LANOXIN

12. NICORETTE

13. RIBENE14. SEPTRAN

15. TENOVATE

16. T-BACT

17. ZINETAC

THE MISSION STATEMENT OF THE COMPANY

‘’We have a challenging and inspiring mission to improve the quality of human life by enabling people to do more, feel better and live longer.’’

Strategies of the company

Since 2008, we have focused our business around the delivery of three strategic priorities, which aim to increase growth, reduce risk and improve our long-term financial performance:

Grow a diversified global business Deliver more products of value Simplify the operating model

ORGANISATION STRUCTURE OF GSK

Board of Directors

The Board of Directors is responsible for the group's system of corporate governance and is ultimately accountable for the group's activities, strategy, risk management and financial performance.

The Chief Executive Officer is responsible for the management of the business and is assisted by the Corporate Executive Team.

Sir Christopher Gent - Non-Executive Chairman

Sir Christopher Gent is Non-Executive Chairman of GlaxoSmithKline plc. He also serves as Chairman of the Nominations and Corporate Responsibility Committees.

Andrew Witty - Chief Executive Officer

Andrew Witty is Chief Executive Officer of GlaxoSmithKline. He assumed this role in May 2008 after being appointed to the Board in January 2008.

Professor Sir Roy Anderson - Non-Executive Director

Professor Sir Roy Anderson is the Professor of Infectious Disease Epidemiology in the Faculty of Medicine, Imperial College, and London.

Dr Stephanie Burns - Non-Executive Director

Dr Stephanie Burns is Chairman and Chief Executive Officer of Dow Corning

Simon Dingemans - Chief Financial Officer Designate

Simon Dingemans is Chief Financial Officer of GlaxoSmithKline. He assumed this role in April 2011, after being appointed to the Board in January 2011..

Sir Deryck Maughan - Non-Executive Director

Sir Deryck Maughan is an Independent Non-Executive Director and Managing Director of Kohlberg Kravis Roberts and Co. (KKR) and Chairman of KKR Asia.

James Murdoch - Non-Executive Director

James Murdoch is Chairman and Chief Executive of News Corporation, Europe and Asia.

Dr Daniel Podolsky - Non-Executive Director

Dr Daniel Podolsky is an Independent Non-Executive Director and is President of the University of Texas Southwestern Medical Center.

Moncef Slaoui - Chairman, Research & Development

Moncef Slaoui assumed the role of Chairman, Research & Development, GlaxoSmithKline, in June 2006.

Corporate Executive Team

Andrew Witty - Chief Executive Officer

Andrew Witty became CEO in May 2008 after joining the Board in January 2008.

Simon Bicknell - Senior Vice President, Governance, Ethics and Assurance

Simon Bicknell, Senior Vice President, Company Governance, Ethics and Assurance were appointed to the role in January 2011.

John Clarke - President, Consumer Healthcare

John Clarke assumed the role of President, Consumer Healthcare, GlaxoSmithKline in January 2006.

Deirdre Connelly - President, North American Pharmaceuticals

Deirdre Connelly assumed the role of President, North American Pharmaceuticals, in GlaxoSmithKline on 9 February 2009.

Simon Dingemans - Chief Financial Officer

Simon Dingemans is Chief Financial Officer of GlaxoSmithKline. He assumed this role in April 2011, after being appointed to the Board in January 2011.

Moncef Slaoui - Chairman, Research & Development

Moncef Slaoui assumed the role of Chairman, Research & Development, in GlaxoSmithKline in June 2006.

Claire Thomas - Senior Vice President, Human Resources

Claire Thomas was appointed Senior Vice President, Human Resources, in May 2008.

Dan Troy - Senior Vice President & General Counsel

Dan Troy joined GSK as Senior Vice President and General Counsel in September 2008.

2.2 HISTORY

Former GlaxoSmithKline building in Hamburg, Germany

GSK was formed in 2000 by the merger of GlaxoWellcome plc (formed from the acquisition of Wellcome plc by Glaxo plc), and SmithKline Beecham plc (from the merger of Beecham plc, and SmithKline Beckman Corporation).

GlaxoWellcome

In 1880, Burroughs Wellcome & Company was founded in London by American pharmacists Henry Wellcome and Silas Burroughs. The Wellcome Tropical Research Laboratories opened in 1902. In 1959 the Wellcome Company bought Cooper, McDougall & Robertson Inc. to become more active in animal health. The Wellcome Company production centre was moved from New York to North Carolina in 1970 and the following year another research centre was built.

Glaxo was founded in Bunnythorpe, New Zealand in 1904.Originally Glaxo was a baby food manufacturer processing local milk into a baby food by the same name: the product was sold in the 1930s under the slogan "Glaxo builds bonny babies". Still visible on the main street of Bunnythorpe is a derelict dairy factory (factory for drying and processing cows' milk into powder) with the original Glaxo logo clearly visible, but nothing to indicate that this was the start of a major multinational company.

Glaxo became Glaxo Laboratories, and opened new units in London in 1935. Glaxo Laboratories bought two companies, Joseph Nathan and Allen & Hanburys, in 1947 and 1958 respectively. After the Company bought Meyer Laboratories in 1978, it started to play an important role in the US market. In 1983 the American arm Glaxo Inc. moved to Research Triangle Park (US headquarters/research) and Zebulon (US manufacturing) in North Carolina. Burroughs Wellcome and Glaxo merged in 1995 to form GlaxoWellcome. In the same year, GlaxoWellcome opened its Medicine Research Centre in Steven age. Three years later GlaxoWellcome bought Polfa Poznan Company in Poland.

SmithKline Beecham In 1843, Thomas Beecham launched his Beecham's Pills laxative in England giving birth to the Beecham Group.

Beechams opened its first factory in St Helens, Lancashire, England for rapid production of medicines in 1859. By the 1960s it was extensively involved in pharmaceuticals.

The GSK Headquarters in Brantford

In 1830, John K. Smith opened its first pharmacy in Philadelphia. In 1865 Mahlon Kline joined the business which, 10 years later, became Smith, Kline & Co. Subsequently, in 1891, it merged with French, Richard and Company. It changed its name to Smith Kline & French Laboratories as it focused more on research in 1929. Years later, Smith Kline & French Laboratories opened a new laboratory in Philadelphia; it then bought Norden Laboratories, a business doing research into animal health.

Smith Kline & French Laboratories bought Recherché ET Industries Thérapeutiques (Belgium) in 1963 to order to focus on vaccines. The Company started to expand globally buying seven laboratories in Canada and the US in 1969. In 1982, it bought Allergan, a manufacturer of eye and skincare products. The Company merged with Beckman Inc. later that year and then changed its name to SmithKline Beckman.

In 1988, SmithKline Beckman bought its biggest competitor, International Clinical Laboratories, and in 1989 merged with Beecham to form SmithKline Beecham plc. The headquarters of the Company were then moved to England. To expand research & development in the US, SmithKline Beecham bought a new research center in 1995. Another new research centre at New Frontiers Science Park in Harlow was opened in 1997.

In 2000, Glaxo Wellcome and SmithKline Beecham merged to form GlaxoSmithKline.

Diversity

GlaxoSmithKline was named one of the 100 Best Companies for Working Mothers in 2007 by Working Mother magazine and was recognized by the International Charter for its efforts. GSK also received a perfect score of 100 percent from the Human Rights Campaign Foundation's 2008 Corporate Equality Index, an annual report card of corporate America's treatment of gay, lesbian, bisexual, and transgender (GLBT) employees, customers and investors. GSK also supports employee diversity networks for groups such as ECN, PTPN, GLBT, AAA, etc.

2.3 GROWTH

BUSINESS TURNOVER

The Present turnover of gsk is around £28.4bn and earning per share 53.9p before major restructuring and the dividend per share 65p.20% Growth of Horlicks in India in 2010. In terms of turnover gsk Company has been ranked 2nd in the India. The British pharmaceutical group GlaxoSmithKline (GSK) surged by 18.5 percent of its net profit for the first quarter compared to the same period last year. The result amounted to 1.34 billion pounds (1.54 billion), reported AFP. Sales for the quarter rose 8.7 percent to 7.357 billion pounds, attributed mainly to rising sales of a vaccine called. 'Swine flu "or virus H1N1. Particularly strong growth in sales of drugs has been reported in emerging markets (+43%), Asia Pacific and Japan (+45%) and Europe (+16%), the company said. U.S. sales have fallen by 1% annually. Launched a program to cut costs is expected to allow the group to achieve savings of 2.2 billion pounds by 2012, of which 1.5 billion by the end of this year. By GSK express positive attitudes towards business in 2010, providing he continues to thrive despite the decline in demand for flu vaccines and the expiration of certain medicine patents.

.

Chapter 3

3.1 Objectives of the Study

To understand the JOB ENRICHMENT IMPACT ON EMPLOYEE MOTIVATION in

detail by interacting with the management, Regional sales manager and field sales manager

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.

To critically evaluate the JOB ENRICHMENT impact on employee motivation as well as

on absenteeism and turnover.

To study the most extensive changes those are critical for high motivation and

performance.

Measure the performance which effected by the job enrichment.

3.2 Research Methodology

Job Enrichment refers vertical expansion of jobs. It increases the degree to which RSM and FSO

controls the planning, execution, and evaluation of work. An enriched job organizes the tasks so

as to allow the FSO 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.

By job rotation, allows FSO 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 in

decision 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.

The research methodology adopted in this research consists of the following steps:

Procedure followed: 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

A questionnaire was prepared to see the effect of all of the above factors of employee

motivation, absenteeism and turnover which in turn effects employee satisfaction.

Independent variables for the study: Job Enrichment ( Job redesigning, Autonomy, Feedback,

work place challenge, customer interaction, participative management, flexible working hours,

use of technical skills, on the job training)

Dependent variables for the study: Motivation, Absenteeism, Turnover, Job Satisfaction.

3.3 Design of Research

Our research design is concentrated with the specification of method and procedures used for

conducting study. The research design of our study is both explanatory as well as descriptive.

Our research is exploratory in initial stages to provide background to the study. Here we explore

general subjects to study.

i) Study of available literature.

ii) Survey of experienced individuals.

iii) Analysis of insight stimulating examples.

Gradually as we proceed we shift to a descriptive research design as we concrete data from

primary sources as well. We choose to make the study descriptive as it is too made regarding

JOB ENRICHMENT IMPACT ON EMPLOYEE MOTIVATION of the company.

3.4 Sample Size

Where the frame and population are identical, statistical theory yields exact recommendations on

sample size. However, where it is not straightforward to define a frame representative of the

population, it is more important to understand the cause system of which the populations are

outcomes and to ensure that all sources of variation are embraced in the frame. Large number of

observations is of no value if major sources of variation are neglected in the study. In other

words, it is taking a sample group that matches the survey category and is easy to survey.

The sample size of a statistical sample is the number of observations that constitute it. It is

typically denoted n, a positive integer (natural number). Typically, different sample sizes lead to

different precision of measurement. This can be seen in such statistical rules as the law of large

numbers and the central limit theorem. Population consists of 3000 employees. Our sample

element comprises ASM and FSO.

Name and proper identification of the employees was taken from the attendance register of the

company.

Initial characteristics of the sample size

Sample size taken for study: 30

Age Group: 22-32 yrs

Work Experience: 4-8 years

3.5 Sampling technique

Sampling is that part of statistical practice concerned with the selection of individual

observations intended to yield some knowledge about a population of concern, especially for the

purposes of statistical inference. Each observation measures one or more properties (weight,

location, etc.) of an observable entity enumerated to distinguish objects or individuals. Survey

weights often need to be applied to the data to adjust for the sample design. Results from

probability theory and statistical theory are employed to guide practice.

The sampling process comprises several stages:

Defining the population of concern

Specifying a sampling frame, a set of items or events possible to measure

Specifying a sampling

method for selecting items

or events from the frame

Determining the sample size

Implementing the sampling

plan

Sampling and data

collecting

Reviewing the sampling

process

The sampling technique will be probabilistic sampling more specifically the random sampling.

As in probabilistic sampling the select unit for observation with known probabilities so that

statistically sound assumptions are supported from the sample to entire population so that we had

positive probability of being selected into the sample. Since the number of employees at different

level management is quite high so it is not possible to collect data from each individual working

in the company. Here we will use SIMPLE RANDOM SAMPLING method for selecting the

employees. In this method each member of the population has an equal probability of being the

sample.

3.6 Sources of Data

My purpose is to provide information that will assist you in interpreting Statistics data. The

information (also known as metadata) is provided to ensure an understanding of the basic

concepts that define the data including variables and classifications; the underlying statistical

methods and surveys; and key aspects of the data quality. Direct access to questionnaires is also

provided.

I will used primary source of data that is structured questionnaire will be used. As our research

problem is to study job enrichment impact on employee motivation. This research data collected

from the primary source only. Our method of collecting the data is from the questionnaire that

will be filled by the respondent from the sample, it will be structured questionnaire. The project

report much attention was paid on the subjective study because the topic deals with psycho-socio

behavior of the FSO.

3.7 Test Applied

ANOVA: Two-Factor without Replication

In statistics, analysis of variance (ANOVA) is a collection of statistical models, and their

associated procedures, in which the observed variance is partitioned into components due to

different explanatory variables. The initial techniques of the analysis of variance were developed

by the statistician and geneticist R. A. Fisher in the 1920s and 1930s, and is sometimes known as

Fisher's ANOVA or Fisher's analysis of variance, due to the use of Fisher's F-distribution as

part of the test of statistical significance.

R.A FISHER, “Analysis of variance is the separation of the variance ascribe to one group of

causes from the variance ascribe to other group.

Two-way ANOVAs (also known as a factorial ANOVAs, with two factors) when you have one

measurement variable and two nominal variables. The nominal variables (often called "factors"

or "main effects") are found in all possible combinations.

A two-way ANOVAs may be done with replication (more than one observation for each

combination of the nominal variables) or without replication (only one observation for each

combination of the nominal variables).

Assumptions

Two-way ANOVAs, like all ANOVAs, assumes that the observations within each cell are

normally distributed and have equal variances

Two-way ANOVAs without replication

Null hypotheses: When there is only a single observation for each combination of the nominal

variables, there are only two null hypotheses: that the means of observations grouped by one

factor are the same, and that the means of observations grouped by the other factor are the same.

It is impossible to test the null hypothesis of no interaction. Testing the two null hypotheses

about the main effects requires assuming that there is no interaction.

How the test works: The mean square is calculated for each of the two main effects, and a total

mean square is also calculated by considering all of the observations as a single group. The

remainder mean square (also called the discrepancies or error mean square) is found by

subtracting the two main effect mean squares from the total mean square. The F-statistic for a

main effect is the main effect mean square divided by the remainder mean square.

Repeated measures: One experimental design that is analyzed by a two-way anova is repeated

measures, where an observation has been made on the same individual more than once. This

usually involves measurements taken at different time points. For example, you might measure

running speed before, one week into, and three weeks into a program of exercise. Because

individuals would start with different running speeds, it is better to analyze using a two-way

anova, with "individual" as one of the factors, rather than lumping everyone together and

analyzing with a one-way anova. Sometimes the repeated measures are repeated at different

places rather than different times, such as the hip abduction angle measured on the right and left

hip of individuals. Repeated measures experiments are often done without replication, although

they could be done with replication.

In a repeated measures design, one of main effects is usually uninteresting and the test of its null

hypothesis may not be reported. If the goal is to determine whether a particular exercise program

affects running speed, there would be little point in testing whether individuals differed from

http://udel.edu/~mcdonald/stathomog.html

http://udel.edu/~mcdonald/statnormal.html

each other in their average running speed; only the change in running speed over time would be

of interest.

Randomized blocks: Another experimental design that is analyzed by a two-way anova is

randomized blocks. This often occurs in agriculture, where you may want to test different

treatments on small plots within larger blocks of land. Because the larger blocks may differ in

some way that may affect the measurement variable, the data are analyzed with a two-way

anova, with the block as one of the nominal variables. Each treatment is applied to one or more

plot within the larger block, and the positions of the treatments are assigned at random. This is

most commonly done without replication (one plot per block), but it can be done with replication

as well

Chapter 4

ANALYSIS AND INTERPRETATION

1) Impact of Job redesign on Motivation, Absenteeism and Turnover

GRAPHICAL REPRESENTATION

Increase Decrease No Effect0

5

10

15

20

25

30

MotivationAbsenteeismTurnover

It is also interpreted that level of motivation was increased on 83.30% employees while on

6.66% level of motivation was decreased and 10.00% were not affected.


By applying Anova test we can analyzes if there is impact of Job redesign on Motivation,

Absenteeism and Turnover or not.

Step1: State Hypothesis:

Ho: There is no impact of Job redesign on Motivation, Absenteeism and Turnover.

Motivation Absenteeism TurnoverIncrease 25 2 6Decrease 2 8 14No Effect 3 20 10

Ha: There is an impact of Job redesign on Motivation, Absenteeism and Turnover.ANOVA: Two-Factor without Replication

SUMMARY Count Sum Average

Variance

Row 1 3 33 11 151Row 2 3 24 8 36Row 3 3 33 11 73

Column 1 3 30 10 169Column 2 3 30 10 84Column 3 3 30 10 16

ANOVA Source of Variation SSS d.f MSS Fcal F tab

Rows 18 2 9 7.69231 6.944276Columns 0 2 0 0 6.944276

Error 520 4 130

Total 538 8

Interpretation:

The table value at 5% level of significance is 6.944276 and calculated value is 7.69231, since

calculated value is greater than the tabulated value, hence null hypotheses is rejected. There is

impact of Job redesign on Motivation, Absenteeism and Turnover.

2) Impact of Job Autonomy on Motivation, Absenteeism and Turnover





By applying Anova test we can analyzes if there are is impact of Job autonomy on Motivation,



Ho: There is no impact of Job autonomy on Motivation, Absenteeism and Turnover.


5

10

15

20

25

30



Ha: There is an impact of Job autonomy on Motivation, Absenteeism and Turnover.


SUMMARY Count Sum Average VarianceRow 1 3 34 11.33333 129.3333Row 2 3 30 10 28Row 3 3 26 8.666667 37.33333


ANOVA Source of Variation

SSS d.f MSS Fcal F tab

Rows 10.66667 2 5.333333 8.54795 6.944276Columns 0 2 0 0 6.944276

Error 389.3333 4 97.33333

Total 400 8

Interpretation:


calculated value is greater than the tabulated value, hence null hypotheses is rejected. There is

impact of Job autonomy on Motivation, Absenteeism and Turnover. It is also interpreted that

level of motivation was increased on 80.00% employees while on 13.33% level of motivation

was decreased and 6.66% were not affected.

3) Impact of Feedback on Motivation, Absenteeism and Turnover




2

4

6

8

10

12

14

16

18





By applying Anova test we can analyzes if is impact of Feedback on Motivation, Absenteeism

and Turnover or not.


Ho: There is no impact of Feedback on Motivation, Absenteeism and Turnover.

Ha: There is an impact of Feedback on Motivation, Absenteeism and Turnover.


SUMMARY

Count Sum Average Variance

Row 1 3 27 9 37Row 2 3 26 8.66666

720.3333

3Row 3 3 37 12.3333

36.33333

3


Source of Variation

SSS d.f MSS Fcal F tab

Rows 24.66667 2 12.33333 0.387435 6.944276Columns 0 2 0 0

Error 127.3333 4 31.83333

Total 152 8

Interpretation:

The table value at 5% level of significance is 6.944276 and calculated value is 0.387435,

since calculated value is less than the tabulated value, hence a null hypothesis is accepted.

There is no impact of feedback on Motivation, Absenteeism and Turnover.

4) Impact of Work Challenges on Motivation, Absenteeism and Turnover

MotivationAbsenteeis

m TurnoverIncrease 21 8 6Decrease 5 8 16No Effect 4 14 8



5

10

15

20

25





By applying Anova test we can analyzes if is impact of work challenges on Motivation,



Ho: There is no impact of work challenges on Motivation, Absenteeism and Turnover.

Ha: There is an impact of work challenges on Motivation, Absenteeism and Turnover.


SUMMARY Count Sum Average VarianceRow 1 3 35 11.6666

766.3333

3Row 2 3 29 9.66666

732.3333

3Row 3 3 26 8.66666

725.3333

3


ANOVA

Source of Variation

SSS df MSS Fcal F tab

Rows 14 2 7 7.112903 6.944276Columns 0 2 0 0 6.944276

Error 248 4 62

Total 262 8

Interpretation:


since calculated value is more than the tabulated value, hence a null hypothesis is rejected.

There is impact of work challenges on Motivation, Absenteeism and Turnover.

5) Impact of customer interaction on Motivation, Absenteeism and Turnover

MotivationAbsenteeis

m TurnoverIncrease 3 4 2Decrease 9 7 8No Effect 18 19 20



5

10

15

20

25

Motivation AbsenteesimTurnover

It is also interpreted that level of motivation was increased on 13.33%employees while on

23.34% level of motivation was decreased and 63.33%were not affected.


By applying Anova test we can analyzes if is impact of Customer interaction on Motivation,



Ho: There is no impact of Customer interaction on Motivation, Absenteeism and Turnover.

Ha: There is an impact of Customer interaction on Motivation, Absenteeism and TurnoverANOVA: Two-Factor without Replication

SUMMARY Count Sum Average

Variance

Row 1 3 9 3 76Row 2 3 24 8 7Row 3 3 57 19 37


ANOVA

Source of Variation

SS d.f MS Fcal F tab

Rows 168 2 84 1.4 6.944276Columns 0 2 0 0 6.944276

Error 240 4 60

Total 408 8

Interpretation:


calculated value is less than the tabulated value, hence a null hypothesis is accepted. There is

no impact of Customer interaction on Motivation, Absenteeism and Turnover.

6) Impact of Participative Decision on Motivation, Absenteeism and Turnover



5

10

15

20

25

30


It is also interpreted that level of motivation was increased on 80.00%employees while on

13.33% level of motivation was decreased and 6.67%were not affected.


By applying Anova test we can analyzes if there is impact of Participative Decision on

Motivation, Absenteeism and Turnover or not.



Ho: There is no impact of Participative Decision on Motivation, Absenteeism and Turnover.

Ha: There is an impact of Participative Decision on Motivation, Absenteeism and Turnover.


SUMMARY Count Sum Average VarianceRow 1 3 31 10.33333 142.3333Row 2 3 30 10 36Row 3 3 29 9.666667 64.33333


ANOVA

Source of Variation

SS df MS F F crit

Rows 0.666667 2 0.333333 9.002747 6.944276Columns 0 2 0 0 6.944276

Error 485.3333 4 121.3333

Total 486 8

Interpretation:


calculated value is more than the tabulated value, hence a null hypothesis is rejected. There is

impact of Participative Decision on Motivation, Absenteeism and Turnover.

7) Impact of Flexible Working Hours on Motivation, Absenteeism and Turnover




2

4

6

8

10

12

14

16

18

20

Motivation AbsenteesimTurnover


50.00 % level of motivation was decreased and 26.67%were not affected.


By applying Anova test we can analyzes if there is impact of Flexible Working Hours on

Motivation, Absenteeism and Turnover or not.


Ho: There is no impact of Flexible Working Hours on Motivation, Absenteeism and Turnover.

Ha: There is an impact of Flexible Working Hours on Motivation, Absenteeism and Turnover.


SUMMARY Count Sum Average Variance

Row 1 3 13 4.333333

20.6667

Row 2 3 44 14.66666

37.8668

Row 3 3 33 11 17.33333



SS df MS F F crit

Rows 50.66667 2 25.33333 7.503311 6.944276Columns 0 2 0 0 6.944276

Error 201.3333 4 50.33333

Total 252 8

Interpretation:



There is impact of Flexible Working Hours on Motivation, Absenteeism and Turnover.

8) Impact of Technical skills on Motivation, Absenteeism and Turnover




5

10

15

20

25

30


It is also interpreted that level of motivation was increased on 80.00%employees while on 6.7%

level of motivation was decreased and 13.33%were not affected


By applying Anova test we can analyzes if there is impact of Technical skills on Motivation,



Ho: There is no impact of Technical skills on Motivation, Absenteeism and Turnover.

Ha: There is an impact of Technical skills on Motivation, Absenteeism and Turnover.



Row 1 3 35 11.66667

126.3333

Row 2 3 22 7.333333

21.33333

Row 3 3 33 11 49



SS df MS F F crit

Rows 32.66667 2 16.33333 9.166102 6.944276Columns 0 2 0 0 6.944276

Error 393.3333 4 98.33333

Total 426 8

Interpretation:



There is significant difference in impact of Technical skills on Motivation, Absenteeism and

Turnover..

9) Impact of on the Job training on Motivation, Absenteeism and Turnover

Variables Motivation Absenteeism TurnoverIncrease 27 6 11Decrease 0 7 10No Effect 3 17 9



5

10

15

20

25

30


It is also interpreted that level of motivation was increased on 90.00% employees while on 0%

level of motivation was decreased and 10%were not affected.


By applying Anova test we can analyzes if there is impact of on the Job training on Motivation,



Ho: There is no impact of on the Job training on Motivation, Absenteeism and Turnover.

Ha: There is an impact of on the Job training on Motivation, Absenteeism and Turnover.



Row 1 3 44 14.66667

120.3333

Row 2 3 17 5.666667

26.33333

Row 3 3 29 9.666667

49.33333



SSS d.f MSS Fcal Ftab

Rows 122 2 61 9.622449 6.944276Columns 0 2 0 0 6.944276

Error 392 4 98

Total 514 8

Interpretation:



There is impact the Job training on Motivation, Absenteeism and Turnover.

Findings:

1. After doing the survey it is found that 63.89% of the employees believe that Job Enrichment

increases their motivation and 15.48% decrease their motivation.

2. 20.4% of the employees believe that job enrichment does not effect their motivation.

3. Job Enrichment does not affect absenteeism for 56.3% of the employees and 32.96% of the

employee’s feels that absenteeism will decrease with job enrichment.

4. 42.96% of the employees feel that job enrichment will decrease the turnover and 36%of

employees feel that job enrichment will have no effect on turnover.

5. It is also interpreted that level of motivation was increased through Job redesigning on 70%

employees while on 6.70% level of motivation was decreased and 23.30% were not

affected.

6. It is found that there is significant difference on impact of Job autonomy on Motivation,

Absenteeism and Turnover. It is also interpreted that level of motivation was increased on

66.67% employees while on 13.33% level of motivation was decreased and 20.00% were

not affected.

7. It is found that absenteeism was increased on 20.00% employees while on 30.00% level of

motivation was decreased and 50.00% were not affected through feedback.

8. It is also interpreted that level of motivation was increased on 80.00%employees while on

6.7% level of motivation was decreased and 13.33%were not affected through technical

skills.

9. It is found that level of motivation was increased on 90.00% employees while on 0% level

of motivation was decreased and 10%were not affected through on the job training.

10. It is also interpreted that level of motivation was increased on 50.00%employees while on

23.33% level of motivation was decreased and 26.67%were not affected through flexible

work hours.

EFFECT OF JOB ENRICHMENT ON MOTIVATION

Increase Decrease Will not affect Job redesigning 83.00% 6.70% 10.30%

Autonomy 80.00% 13.33% 6.67%Feedback 53.33% 13.33% 33.33%

Work challenge 70.00% 16.67% 13.33%Customer interaction 13.33% 23.34% 63.33%Participative decision 80.00% 13.33% 6.67%

Flexible working hours 23.33% 50.00% 26.67%Use of technical skills 80.00% 6.7% 13.33%On the job training 90% 0% 10%

Average 63.66% 15.93% 20.40%

Job redesi

gning

Autonomy

Feed

back

Work

chall

enge

Customer

interacti

on

Particip

ative

decisio

n

Flexib

le worki

ng hours

Use of te

chnica

l skills

On the j

ob train

ing 0

0.10.20.3

0.40.50.6

0.70.80.9

1

IncreaseDecreaseWill No Effect

EFFECT OF JOB ENRICHMENT ON ABSENTEEISM

Increase Decrease Will not affect

Job redesigning 0.00% 33.33% 66.67%

Autonomy 6.66% 46.67% 46.67%

Feedback 20.00% 30.00% 50.00%

Work challenge 26.67% 26.67% 46.66%

Customer interaction 13.33% 23.34% 63.33%

Participative decision 0.00% 40.00% 60.00%

Flexible working hours 10.00% 36.67% 53.33%

Use of technical skills 0.00% 36.67% 63.33%

On the job training 20.0% 23.33% 56.67%

Average 10.74% 32.96% 56.3%

Job redesi

gning

Autonomy

Feed

back

Work

chall

enge

Customer

interacti

on

Particip

ative

decisio

n

Flexib

le worki

ng hours

Use of te

chnica

l skills

On the j

ob train

ing

Averag

e0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

IncreaseDecreaseWill not affect

4.3 LIMITATIONS OF THE STUDY

Although the sincere efforts have been done to collect authentic and relevant information, the

study may have the following limitation:

EFFECT OF JOB ENRICHMENT ON TURNOVER

Increase Decrease

Will not affect

Job redesigning 23.33% 43.34% 33.33%Autonomy 26.67% 40.00% 33.33%Feedback 16.66% 43.34% 40.00%

Work challenge 20.00% 53.33% 26.67%Customer interaction 6.67% 26.67% 66.66%Participative decision 16.67% 53.33% 30.00%

Flexible working hours 6.67% 60.00% 33.33%Use of technical skills 30.00% 33.33% 36.67%

On the job training 36.67% 33.33% 30.00%Average 20.37% 42.96% 36.7%

Hard enough to fetch information : It was not an easy task to get

information from middle level management. The respondents were not

always open and forthcoming with their views, even agitates and not

disclosing.

Limited scope: Scope of study is limited and because of limited time and

money. So, results of study may not generalize for India as a whole.

Results may be inaccurate : The study is based on the assumption that

responses are true and factual although at times that may not be the case.

Existence of biases: The chances of biased responses cannot be

eliminated though all necessary steps were taken to avoid the same.

Small sample size : the sample size taken is small and may not be

sufficient to predict the results with 100 % accuracy and findings may not

be generalized.

Chapter 5

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

www.emeraldinsight.com/10.1108/01437720510587307

en.wikipedia.org/wiki/Job enrichment

www. Golgle.com

QUESTIONNAIRE

Dear Respondent’s

http://www.emeraldinsight.com/10.1108/01437720510587307

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

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

http://www.emeraldinsight.com/Insight/viewContentItem

As a MBA student of BMAS Engineering College, Agra, We are conducting a survey to know the Motivation, Turnover, and Absenteeism level of the employees in job enrichment .We request you to please spare some time to answer the following queries. We assure you that this information will be used only for academic purpose and will be kept highly confidential.

NAME GENDER M/F

PLACE CONTACT NO:

1. Years of Experience:

a. 0 Years ( ) b. 1-2 Years ( ) c. 2-5 Years ( ) d. 5-8 Years ( ) e. Above ( )

2. If your job is redesigned in terms of task variety i.e. if more tasks are added to your current job, how it will affect the followings for you

Will increase will decrease will have no effectMotivationAbsenteeismTurnover

3. If you are allowed to do your job the way you want, i.e. there is no interference by your immediate bosses. (Autonomy) how it will affect the followings for you


4. If your job work is evaluated everyday and respective feedback is given to you, which will enhance your learning in an organization, how it effect the followings


5. If your job is made to have challenges everyday, how it will affect the followings for youWill increase will decrease will have no effect


6. If your job includes interacting with customers, how it will affect the followingsWill increase will decrease will have no effect

MotivationAbsenteeism

Turnover 7. If company starts implementing decisions proposed by you, how it will affect the

followingsWill increase will decrease will have no effect


8. If you are allowed flexible working hours, how it will affect the followings Will increase will decrease will have no effect


9. If you are allowed to use your technical skills in job more frequently, how it will affect the following

Will increase will decrease will have no effect


10. If you’re current company provides you training after every six months how it will affect the followings?



11. If your current company provide large target according to your performance it will affect the followings Will increase will decrease will have no effect

Motivation Absenteeism Turnover

12. If your senior always give pressure to accomplish the target of the month then it will affect

the followings Will increase will decrease will have no effect


13. If your company provide target for foreign tour and you are in under pressure then it will affect the followings



14. Company gives you quarterly incentive if you will complete the target on particular product then it will affect the followings



Thanks for your support Swati Gupta M.B.A II year

Documents

Impact on job enrichment and employee motivation