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Employee motivation is an intrinsic and internal drive to put forth the necessary effort and action towards work-related activities. It has been broadly defined as the "psychological forces that determine the direction of a person's behavior in an organisation, a person's level of effort and a person's level of persistence". [1]
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.
The job-based theories hold that the key to motivation is within an employee's job itself. Generally, these theories say that jobs can be motivating by their very design. This is a particularly useful view for organizations, because the practices set out in the theories can be implemented more practically in an organization.
Autonomy allows employees the freedom to decide how to execute their work. Support can originate directly from a supervisor or from other workers in the environment. And lastly, employees must have knowledge about safety procedures and policies. When the employee is able to work in a safe environment, workers are more satisfied with their jobs.
The objective of job enlargement is to motivate an employee by increasing his efforts and exposure towards achieving the organizational objectives as set for the job. [1] By doing this, an employee can get a wider range of his or her objectives without his or her job in a repetitious manner. Job enlargement requires the management of the ...
Theory X explains the importance of heightened supervision, external rewards, and penalties, while Theory Y highlights the motivating role of job satisfaction and encourages workers to approach tasks without direct supervision. Management use of Theory X and Theory Y can affect employee motivation and productivity in different ways, and ...
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