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Essay / Research Paper Abstract
A 9 page paper that discusses the theory of job enrichment as a motivational technique. In the 1960s, Frederick Herzberg offered a two factor theory of motivation: hygiene and motivation. Job enrichment is one of the strategies that fall under the motivation factor. This essay discusses the principles and premises of job enrichment and offers some specific strategies that can be used to enrich jobs. Bibliography lists 7 sources.
Page Count:
9 pages (~225 words per page)
File: MM12_PGjbnrch.rtf
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Unformatted sample text from the term paper:
this work is still being used as the foundation for more recent theories. The schema with theories of motivation is that one theory builds upon one that came before it.
In other words, there have been no brand new theories about motivation since the 1950s and 1960s. The seminal works in this arena were all produced during those two decades.
The focus of this essay is the job enrichment theory, which Herzberg offered in the 1960s. Even here, Maslows original work was used as a base. In short, job
enrichment theory asserts that the "humdrumness" of many routine jobs can be eased by enriching the job tasks. This is a theory that is based on the premise that motivation
is changed when the internal aspects of a job are changed. The job enrichment theory has a long background and is a theory that has been shown to be valid
but only with certain kinds of jobs and under certain conditions. Job enrichment, like any general strategy to heighten motivation, must be used with care with a significant amount of
thought and planning. It is not a panacea and it will not work in all job environments. In the 1960s, Frederick Herzberg offered a "two factor theory" of motivation: hygiene
and motivation (Accel-Team.Com, 2001; Culture Worx, nd). Hygiene theory includes a number of aspects related to the environment, such as the company and its policies and administration, supervision approaches, salary,
working conditions, security, status and interpersonal relations (Accel-Team.Com, 2001). These factors represent a paradox in that they do not lead to higher levels of motivation but if they are negative,
employees will be dissatisfied with their jobs (Accel-Team.Com, 2001; Culture Worx, nd). Under the heading of motivation, Herzberg included things like: recognition, interest in job, achievement, growth and advancement (Accel-Team.Com,
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