Job enlargementJob enlargement means increasing the scope of a job through extending the range of its job duties and responsibilities.Its an extra similar task to do a job.In job enlargement the job itself remains essentially unchanged,the employees rarely needs to active new skills to perform the additional task and motivational benefits of a job enrichment are not experienced.job design techniques in which the number of tasks associated with a job is increased can appropriate training provided to add greater variety to activities ,thus reducing monotomy.It is horizonyaly restructing method in that the job is enlarged by adding related tasks.job enlargement may also result in greater work force flexibility. This contradicts the principles of specialisation and the division of labour whereby work is divided into small units, each of which is performed repetitively by an individual worker. Some motivational theories suggest that the boredom and alienation caused by the division of labour can actually cause efficiency to fall. Thus, job enlargement seeks to motivate workers through reversing the process of specialisation. A typical approach might be to replace assembly lines with modular work; instead of an employee repeating the same step on each product, they perform several tasks on a single item. In order for employees to be provided with Job Enlargement they will need to be retrained in new fields which can prove to be a lengthy process. However results have shown that this process can see its effects diminish after a period of time, as even the enlarged job role become the mundane, this in turn can lead to similar levels of demotivation and job dissatisfaction at the expense of increased training levels and costs. The continual enlargement of a job over time is also known as 'job creep,' which can lead to an unmangable workload

Job enrichmentJob enrichment is an attempt to motivate employees by giving them the opportunity to use the range of their abilities. It increases the responsibility and variety in their jobs. It is an idea that was developed by the American psychologist Frederick Herzberg in the 1950s. It can be contrasted to job enlargement which simply increases the number of tasks without changing the challenge Many employees believe that money is the only factor for motivating employees,and if you wanted to get more work out of employees offering money was the only way to do it.. As such job enrichment has been described as 'vertical loading' of a job, while job enlargement is 'horizontal loading'. An enriched job should ideally contain:

A range of tasks and challenges of varying difficulties (Physical or Mental) A complete unit of work - a meaningful task Feedback, encouragement and communication

Job enrichment, as a managerial activity includes a three steps technique

1. Turn employees' effort into performance:

Ensuring that objectives are well-defined and understood by everyone Free flow of information. Eliminate secrecy. Provide enough freedom to facilitate job excellence. Encourage and reward

employee initiative

2. Link employees performance directly to reward

Clear definition of the reward is a must

3. Make sure the employee wants the reward. How to find out?

Ask them

Use surveys( checklist, listing, questions)

Job involvement

Job involvement is defined as "psychological identification with a job" (Kanungo, 1982, p.97). This definition implies that a job-involved person sees her or his job “as an important part of his self-concept” (Lawler & Hall, 1970, p. 311), and that jobs “define one’s self-concept in a major way” (Kanungo, 1982, p. 82).

Job involvement represent the extent to which an individual is personally involved withhis or her work role.job involvement as an attitude is an important variable thathelps in maximizing organizational effectiveness.The higher the degree of job involvement of members of an organization,the greater its effectiveness.in order to improve thedegree of job involvement,one must have a realistic view of what determines it.Among the most realistic one would be that it is a function of personality and organizational climate.