JOB ENRICHMENT AND EMPLOYEE SATISFACTION IN NIGERIA

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JOB ENRICHMENT AND EMPLOYEE SATISFACTION IN NIGERIA

CHAPTER ONE

INTRODUCTION

BACKGROUND OF THE STUDY

Job enrichment is the redesigning of jobs in a way that increases the opportunities for workers to experience feelings of responsibility, achievement, growth, and recognition. It is an improvement of job context /content in order to make it challenging, autonomy, significant, have more skill variety, better control, feedback from work done, self-respect of the employee, more opportunity for growth, and more chance to contribute his or her ideas (Saleem et al 2012, Raza and Nawaz 2011, Yasdani et al., 2011, Mondy, Noe and Premeaux, 1999, Hackma and Oldman, 1976, Hezberg, 1968). It seeks to add depth to a job by giving workers more control, responsibility, and discretion over how their job is performed (Newstrom, 2011; Kinick and Williams, 2009). This is because excessive job specialization introduced by scientific management and advancing modern technology has been dehumanizing the work by making the workers’ job meaningless, routine, repetitive, removing all challenges from it and making the worker a part of the machine culture. As human capabilities are not being fully utilized under such conditions, it is creating frustration among the workers and alienating them from their jobs. The increasing alienation of workers from their jobs is creating a serious human relations problem. Some organizations have been trying to solve the problem of excessive job specialization by periodic job rotation to provide variety, but this has not proved adequate to reduce work boredom and monotony (Herzberg, Mausner, Peterson, and Capwell, 1975, Lawler and Ledford, 1992). Job is also a problem of human behaviour and work attitude. Job enrichment is the problem which every supervisor and manager has to face while managing and making their subordinates work (Pride, Huges and Kapoor 2013, Davoudi and Mehdi, 2013, Newstrow, 2011). Organizations can enrich employees’ job by involving them in managerial functions of the higher level, allowing them to do more tasks, to have more autonomy, and to receive more feedback (which enables employees to evaluate their own performance) (Neyshabor and Rashidi, 2013).

It occurs when an employer through development and intensification, placed extra amount of work on employees with the aim of making it more interesting, meaningful and increasing job challenge and responsibility (Salau, Adeniji and Oyewunmi, 2014). Job satisfaction is a state of pleasure that could .be gained by implementing one’s value to a job (Locke, 1969).

Sanda et al. Effect of job enrichment on employee satisfaction in selected private universities in South-West Nigeria

Job satisfaction according to Salancik and Pfeiffer (1977), and Koys (2001), occurs when changing individual needs march unchanged and specific characteristics of the job. That is absence of job satisfaction among employees’ results in negative work place behaviours such as low performance, high absenteeism, high turnover and decreased productivity. Job satisfaction and dissatisfaction not only depend on the nature of the job, it also depends on the expectation of what the job supply to an employee (Hussami, 2008).

Shilpa, Ali, Sathyanarayana, and Rani (2013) assert that when jobs are redesigned responsibilities move from supervisors to the workers which would address the issues of job satisfaction. Roe and Siegelman (1964) and Brown (2004) pointed out that the objectives of every organization become a dream and unrealistic if the workers’ needs and requirements are not satisfied. This implies that workers can sense job dissatisfaction when they realize their jobs lack necessary challenge(s), lack of adequate recognition, respect, creativity and other motivators, repetitive procedures, or a highly bureaucratic and over-controlled authority structure.

However, studies show that in spite of the increasing demand by organization on employers of labour to reassess traditional views as they affect human resources, its management, acquisition and development, some employers of labour believe that so long as the staff can be used to get money, there is no need enriching their work (Shilpa, et al., 2013). To them job enrichment of the workers is a waste of time and financial resources. However this belief has made some organization not to provide proper job enrichment schemes opportunities, which have resulted in some workers performing below expectation.

STATEMENT OF THE PROBLEM

Most time the employees are not involved and carried along in the process and implementation of job enrichment, which leads to dissatisfaction, and job dissatisfaction is a major reason why employees leave an organization (Firth, Mellor, Moore and Loquet, 2007). Nwadiani andAkpotu (2002) assert that the turnover rate of academic staff in Nigerian Universities is high, resulting in frequent change of lecturers within an academic session.

This rapid and frequent movement is an index of the influence of demographic factors, work-related factors, and the level of job satisfaction among the academic staff on their intention to leave the private universities (Akpa, 2013). To enhance employees’ job satisfaction and prevent losing such valuable workforce to competitors as a result of boredom and job dissatisfaction, Brown (2004) stated that job enrichment could be an excellent means.

Bateman and Organ (1983) found that non-academic university staff who were satisfied engaged more in a wide variety of good citizenship behavior at work – they were more punctual, dependable, helpful, cooperative and tidy, and they created less waste, made fewer complaints and were angry less frequently. Therefore, this study seeks to empirically ascertain the effect of job enrichment on workers satisfaction in private universities in South-West Nigeria.

OBJECTIVES OF THE STUDY