Some Effects of a Job Enrichment Program: A Field Experiment.

Abstract

This field experiment utilized internal and external control groups to assess effects of a job enrichment program. The results generally supported the Job Diagnostic Model concerning core job dimensions and satisfaction measures but also provided indications of a negative Hawthorne Effect and that positive effects on productivity are short-lived. Job enrichment programs are currently or have been or will be employed by literally scores of organizations and millions of dollars expanded annually for such programs (Hamner & Organ, 1978)--all on the premise that job redesign or enrichment programs will enhance employee job attitudes and performance (cf., Hackman & Oldham, 1976). One prominent approach to understanding job enrichment is the job characteristics model developed by Hackman and his colleagues (c.f., Hackman & Lawler, 1971; Pierce & Dunham, 1978; Hackman & Oldham, 1975). Their approach has led to the identification of five core job dimensions--skill variety, task identity, task significance, autonomy, and feedback from the job--which they consider necessary for enrichment. Their data suggest that people who work in jobs that incorporate the five core job dimensions will experience job enrichment and, as a consequence, express greater satisfaction and also produce more and higher quality work. And, there is considerable evidence, provided by others (e.g., Cummings, Molloy, & Glen, 1977; Pierce & Dunham, 1976) which support Hackman and his colleagues' findings, but largely with respect to the predictions about increased satisfaction. Relationships between job enrichment and performance, on the other hand, have been found to be somewhat less encouraging (Pierce & Dunham, 1976 & 1978).