¶ … close correlation between the concepts and applications of job rotation, job enlargement, and job enrichment. Job rotation is a managerial strategy in which employees rotate performing specific tasks or jobs within an organization at fairly regular periods of time. The point of this strategy is to make employees well rounded, and to see who has the greatest propensity of performing certain types of work. This strategy is distinct from job enlargement in that the latter involves increasing the quantity of tasks or assignments that employees have. That increase may occur at regular intervals, or it may not. The chief difference is that the employee is still responsible for completing his original tasks as well as the additional ones. This is appropriate in situations in which organizations might be understaffed. The main distinction between job enrichment and job enlargement is the quality of the additional tasks included in an employee's list of responsibilities, which can include career development opportunities (Duffield et al., 2014, p. 697). The tasks typically have more meaning and prestige within the organization -- which is not necessarily true of the tasks assigned via job enlargement. This method is advantageous for employees that are ambitious, and deservingly so. 2. Expectancy theory is a theory of management and motivation that was initially propagated by Victor Vroom (Renko et al., 2011, p. 667).. This theory is best used...
The three most important tenets of this theory are valence, expectancy, and instrumentality. Expectancy is the amount of confidence that an employee has in his or her own abilities, and what sorts of resources (training, tools, etc.) he or she needs to increase that confidence and his or her output. Valence refers to an employee's values in terms of emotional involvement. It is the degree to which employees are motivated by extrinsic and intrinsic motivating factors. Instrumentality is the amount of belief employees have that management can actually deliver those rewards that employees want. This theory is best used to give employees what they want as a way of motivating them.
Organization Behavior Contemporary Issues in Management: Creativity, Change and Innovation Management Contemporary Issues in Management Contemporary Issues in Management: Creativity, Change and Innovation Management In order to keep up pace with the changing market conditions and beat the competitive pressures in an effective way, organizations have to pursue continuous change and innovation strategies in their business processes and workplace practices (Kerle 2011). Creativity, change, and innovation management has never been an easy task for
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business and social climate places a myriad of pressures on managers to obtain their objectives. While the defined purpose of the organization, or mission statement, is meant to keep the organization on track toward justifying its existence, and achieving its goals, the modern manager is also a leader, and must exercise concern for how the organization reaches their goals. The most basic motivation of keeping one's job is not
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