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Job enrichment can be contrasted to job enlargement which simply increases the number of tasks without changing the challenge. Job enrichment is seen as a vertical job restructuring technique where the focus is on giving the employee more authority, independence, and control over the manner the activity is completed.
Job enrichment in organizational development, human resources management, and organizational behavior, is the process of giving the employee a wider and higher level scope of responsibility with increased decision-making authority. This is the opposite of job enlargement, which simply would not involve greater authority.
Job enlargement involves combining various activities at the same level in the organization and adding them to the existing job. It is also called the horizontal expansion of job activities. This contradicts the principles of specialisation and the division of labour whereby work is divided into small units, each of which is performed ...
Job characteristics theory is a theory of work design.It provides “a set of implementing principles for enriching jobs in organizational settings”. [1] The original version of job characteristics theory proposed a model of five “core” job characteristics (i.e. skill variety, task identity, task significance, autonomy, and feedback) that affect five work-related outcomes (i.e ...
Job enrichment increases the employees' autonomy over the planning and execution of their own work, leading to self-assigned responsibility. Because of this, job enrichment has the same motivational advantages of job enlargement, however it has the added benefit of granting workers autonomy.
By the mid-1900s writers were reacting to what they viewed as "dehumanizing" aspects of pigeonholing workings into highly repetitive and specialized jobs; many proposed solutions like job enlargement, job rotation, and job enrichment. Job enlargement means assigning workers additional same-level tasks, thus increasing the number of activities ...