Disadvantages of Job Enrichment
Cummings and Worley identify several impediments to job enrichment. These hindrances are often embedded in the organizational system. Recognizing potential constraints to job enrichment is crucial as they can influence the feasibility and efficacy of your intervention.
1. Technical System: Existing systems within the organisation may hinder job enrichment. For instance, an assembly line where workstations are designed for a single activity. This results in highly standardised work, making enrichment impossible without altering the technical system.
2. Human Resources System: The human resources system may have formalised jobs with job descriptions that obstruct job enrichment. Roles may also be defined by labour unions or collective labour agreements. Enriching jobs may require extensive negotiation between the employer and unions, making it nearly impossible.
3. Control System: Budgets, production reports, and accounting practices may limit the extent to which jobs can be enriched. Organisational departments may also pose a challenge. For example, the sales department typically manages client relationships. If the product team seeks to enhance customer connections, it may lead to internal competition and conflicts.
4. Supervisory System: The active participation of management is essential for any successful HR intervention. The supervisory system can pose a significant obstacle when it comes to granting autonomy, task completion, and feedback. A controlling manager can derail a job enrichment intervention aimed at vertically loading a job.
5. Individual Motivation: The individual’s motivation is another factor. Job enrichment is particularly effective for individuals with a high growth need as they embrace the additional change and challenge. However, for workers with a low growth need, job enrichment is more likely to cause frustration than satisfaction.