Full Project – Job enrichment and employee performance in the service sector

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CHAPTER ONE

INTRODUCTION

1.1 Background to the Study

Employee in every organization want to draw fulfillments from their jobs and every human resource Managers/management wants the employee to be fulfilled being the most important resources of the organization But managers for ages have been struggling on how to make thcm get the fulfillment (Magaji, 2014). Challenges for multinational and local organizations such as cost of production that is on the increase day by day due to universal factors such as world recession, resource limitation, modern world computing, information technology and trends that have affected the way work is done and also changed the face of competition among organizations has made employee that cannot managed withdrawal from service.

The problem of job enrichment stemmed from the fact that in today’s rapidly corporate environment, organizations want to maximize the potential of their human resources to stay ahead of the aggressive competition to survive in the middle of the quest (Raza and Nawaz 2011; Mohsan, Nawaz, Khan, Shaukàt, & Aslam, (2011) Dost and Khan (2012). Shilpã, Au, Sathyanarayana, Rani (2013), argued that in spite of the re-assessment of the tradition views of human resources management, some employers of labour believe that job enrichment is needless for as long as staff can be used to get money. To them, job enrichment of the workers is a waste of time and financial resources. However, this belief has made some organizations not to provide proper job enrichment opportunities, which have resulted in some workers performing below expectation and resigning their appointment due lack of autonomy, skill variety, and so on.

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 & Mehdi, 2013).

Job enrichment is a motivational problem created by the alienation of employee from their work, or by lack of their interest in their work. 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, & Capwell, 2005, Lawler & Ledford, 2002). Redesigning jobs so that responsibility moved from supervisors to the workers was an attempt to address the issues to work boredom and monotony. Job enrichment is a source of motivation for the employees which leads to a goal-oriented behaviour (Ramilal, 2004).

Enriched jobs, by encouraging workers to learn and innovate at work, increase the motivating potential of work. Motivated workers perform tasks more accurately and are more likely to find productivity innovations that engineers overlook (Shilpa, 2013). Injob enrichment, workers derive pleasure and fulfillment in their position with a greater variety of skills (Kamal, Chris, Patterson, & Wood, 2008) and tasks that require self-sufficiency (Behson, Eddy, &Lorenzet, 2000). The principle of job enrichment in the practice of human resource management has tremendously been seen as a dynamic process of increasing the work structures and processes with an environment that gives room for autonomy, flexibility, personal growth and satisfaction to the workplace. The way a work is structured play a role in deciding how motivated, satisfied and committed an employee will be. Several studies have indicated that when tasks are routine, monotonous, repetitive and unrewarding with an over controlled authority structure, workers tend to be highly dissatisfied, bored and de-motivated. Job enrichment has contributed in reducing these demotivating factors by giving employee the right of decision making, and control over their task in order to promote healthier performance to the workplace. Though Brown argues that job enrichment does not work for every employee. The principle of individual differences indicate that some people tend to assume more responsibilities which later leads to skill varieties, self sufficiency, personal growth and satisfaction while others resist. However, it can be reiterated that job enrichment becomes effective, meaningful and interesting to employee provided the tasks will increase emp1oyees job commitment. Job enrichment is a management concept that involves redesigning jobs so that they are more challenging to the employee and have less repetitive work. Job enrichment and job enlargement are the steps used to make the employees feeling that the organization is actually owning them and that thing boost their performance on the job. This has a direct impact on their satisfaction level in the organization while performing their duties. Withdrawal behaviors are challenging for organizational leaders as well as other coworkers (Johnson, Holley, Morgeson, LaBonar, & Stetzer, 2014).

Absenteeism disrupts teams, superior-subordinate relationships, and group dynamics. Although the literature regarding workforce absenteeism is capacious, there are significant gaps (Johnson, 2014). Literature scarcities include absence management, which is managing absence behavior and the association between employee behavior and key stakeholders (Johnson, 2014). Judicious attendance at work with the correct quantity of competent employees in place to meet business requirements is vital for sustainable and scheduled business activities (Torte, Pelagatti, and Solari, 2014) However, whether absences are approved or unauthorized, the likelihood of employee absenteeism is probable, and employers need agendas in place to calculate and govern absences as a daily business function (Torte, 2014) Nguyen, (2013), and Zimmerman, (2012) refer to employee lateness, absenteeism, and turnover intention as withdrawal behaviors since each behavior represents some substantial removal or withdrawal from the place of work. Woods, Poole, and Zibarras (2012) conceptualized counterproductive behaviors such as absence, lateness, and intention to quit as withdrawal behavior at work. Withdrawal behaviors constitute a significant expense for many organizations (Lobene & Meade, 2013) Torre and Solari study job enrichment and employee attitude to work in brewery organization in Lagos state and observed that job enrichment has a relationship with withdrawer behaviour Also, in the Nguyen and Johnson 2014 on job enrichment and employee withdrawal in Dangote Group of companies, they observed that Job enrichment have a relationship with employee withdrawer. Lastly, Lobene & Meade, (2013) study on job enrichment and employee withdrawer in Telecommunication companies in South Africa found out that job enrichment does not influence employee withdrawer. Therefore, in this study, the researcher tends to examine the influence of job enrichment on employee attitude to work in telecommunication firm in Port Harcourt

1.2 Statement of the Problem

Job enrichment is an approach of job design, which motivates the employees to perform better, develop competency and provide job satisfaction to them, which is essential requirement for the present competitive and challenging environment. Every organization wants competent and capable employees and every employee wants to work in that organization which not only satisfies their needs but also provide favourable environment to work. Thus, it becomes indispensable by companies to provide job satisfaction especially in Multinational companies where employees spend maximum time in a day. Hence, job itself should be designed in such a manner so that work becomes meaningful and challenging ultimately lead to enhance competency of employees along with job satisfaction If organizations practice and provide highly enriched and enlarged job programs to the employees it will help to enhance their skills and competency along with job satisfaction, increase in productivity and reduction in employee turnover and absenteeism. Ultimately, overall efficiency and effectiveness of the organization would improve; it was observed that in the studied firms, which employees appear bored, tired, lack participation and autonomy. This seems to be because of poor job enrichment practices in the firms. These seem be affecting the commitment level of employees as they are ready to do only what they are asked to do; they seem not to have a sense of duty and responsibility. It is within the foregoing that the study evaluates the relationship between job enrichment and employees attitude to work in telecommunication industry in Port Harcourt.

1.3 Conceptual Framework

Fig 1.1 Conceptual Framework

Source: Researcher’s Desk 2021

1.4 Objectives of the Study

The general objective of this study is to examine the relationship between job enrichment and employee performance in MTN Telecommunication Communication Industry. Specifically, the study seek to:

Determine the relationship between skill variety and employee performance
Ascertain the relationship between autonomy and employee performance
Examine the relationship between feedback and employee performance

1.5 Research Questions

The following research questions will guide the study.

What is the relationship between skill variety and employee performance?
What is the relationship between autonomy and employee performance?
What is the relationship between feedback and employee performance.

1.6 Research Hypotheses

H0₁: There is no significant relationship between skill variety and employee performance

H0₂: There is no significant relationship between autonomy and employee performance

H0₃: There is no significant relationship between feedback and employee performance

1.7 Significance of the Study

The aim of this study is to investigate the impact of job enrichment and employee performance in telecommunication firm in Port Harcourt Firstly, this study will provide relevant information to stakeholders in the telecommunication sector on the importance of job enrichment on employee performance. Secondly, it will also provide information that will stimulate and enable telecommunication sector to apply the concept of job enrichment to their business to enhance their service performance. Finally, the study will add to the body of literature pertaining to integrated marketing communication and service performance.

1.8 Scope of the Study

This research work is focused on the relationship between job enrichment and employee performance. Its area of coverage shall be:

Content Scope: The theoretical area to be covered in this study will be within the purview of job enrichment, which shall adopt dimensions such as (skill variety, autonomy and feedback), and employee performance.

Geographical Scope: the study intends to cover MTN telecommunication firm in Port Harcourt.

Unit of Analysis: the study unit for data generation and analysis will be at the micro level of analysis. The instrument will be designed to elicit independent views members of the organizations relationships between the dependent and independent variables as well as those of the contextual factor.

1.9 Limitations of the Study

This study was strictly carried out in the telecommunication industry and results obtained from the study are limited to the industry. In addition, the population of this study may appear small but this can open up grounds for further studies by increasing the population size. Again, this study did not take into account, other telecommunication firms except of MTN Nigeria. Furthermore, in the wake of carrying out this study, certain constraints were experienced:

Time constraint: the time provided for the study is short, considering the fact that materials will be sourced, data will be collected and analysis will be carried out.

Financial constraint: also, a study of this nature will expose the researcher to huge financial exposure in terms of data collection, surfing out materials for the study and other activities that are associated with the processes.

Uncompromising attitude of respondents: in the wake of collecting data, it is envisaged that not all the respondents will give maximum cooperation in providing valid information, regarding the study. In spite of these perceived constraints, the outcomes of this study will add to existing knowledge and also solve allied problems.

1.10 Operational Definition of Terms

Job Enrichment: Job enrichment can be described as a medium through which management can motivate self-driven employees by assigning them additional responsibility normally reserved for higher level employee (job rotation)

Employee: A person employed for wages or salary, especially at non-executive level. 4 One employed by another usually for wages or salary and in a position below the executive level.

Feedback: This refers to the response or reaction of receiver to the sender’s message.

Skill Variety: Range of abilities needed to perform a specific job

Employee Performance: this refers to how a member of staff fulfils the duties of their role, completes required tasks and behaves in the work place.

Autonomy: is the capacity to make an informed, uncoerced decision

1.9 Organizational Profile of MTN

MTN Group Limited, formerly M-Cell, is a South African multinational mobile telecommunications company, operating in many African, European and Asian countries. Its head office is in Johannesburg. As of 30 June 2016, MTN recorded 232.6 million subscribers, making it the eighth largest mobile network operator in the world, and the largest in Africa. Active in over 20 countries, one-third of company revenue come from Nigeria, where it holds about 35% market share. MTN Group is the primary sponsor of the South Africa national rugby union team and sponsors English football club Manchester United F.C

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Full Project – Job enrichment and employee performance in the service sector

Full Project – Job enrichment and employee performance in the service sector

Full Project – Job enrichment and employee performance in the service sector

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