No abstract

No abstract

An experimental job enrichment program was introduced in three clerical work units of a federal agency. Matched control groups were selected for each experimental unit. The program was introduced after careful diagnosis of the work situation and thorough training of the personnel involved. Within the limits imposed by the field situation, before-after measures of both behavior and attitudes suggested that changes in behavior (e.g., productivity, absences) occurred in favor of the experimental groups. Job enrichment apparently had no effect on attitudes, however. On the basis of interviews and observations, the productivity changes were attributed mainly to more efficient use of manpower, elimination of unnecessary operations, and feedback and competition, while the absence changes were attributed to initial changes in morale based on the expectation of extrinsic rewards. It was concluded that attitudes did not improve because the expectation and desire for such rewards had not been met. The problems and limitations of job enrichment are discussed.

No abstract

Organizations that are searching for improved efficiency by instituting programs like work measurement may find that their efforts are countered by a loss of employee morale that follows in the wake of the program. Concern for these two goals, efficiency and morale, is often phrased in terms of mutual excluiiveness. That is, there is a feeling that movement toward one goal inevitably results in a proportionate movement away from the other. This assumption of goal incompatibility underlies the frequently stated objective of "balanced management: a management that is neither too employeeoriented (which could result in low productivity) nor too productivity-oriented (which could result in low morale).While much data shows that the introduction of work measurement programs does, on the whole, depress employee morale, it should not be assumed that this decline need be uniform, universal, or precipitous. These things will not happen if, together with the emphasis on high efficiency, there is a strong emphasis on satisfying and protecting the legitimate needs and interests of employees.One can question the assumption that "productionorientation" and "employee-orientation" are simply the opposing two ends of a single continuum of managerial behavior. Although there is some overlap between the two, research indicates that they are largely separate dimensions. It is possible for a management to be relatively high on both dimensions and it is precisely this kind of management that will achieve a maximization of morale and productivity objectives. It can be achieved by managers who expect high productivity who also provide employees with an effective medium for the expression of their desires and interests. Thus, when work measurement is introduced, management can also establish a climate in which employees feel assured that, by voicing any complaints they have about work standards, they will be helped rather than hurt. This is 22 Adequate Grievance Channels especially important for employees who are experiencing difficulty in meeting the standards of the work measurement program.However, there are serious demurrers; there are some who worry that if management makes it relatively easy for employees to air their complaints, it will 'in itself generate grievances which previously did not exist. This is an important question to face when the stakes are so high. If it is assumed that there will be some real loss of worker morale due to a work measurement progarm, any means that can reduce that morale loss is important. This study helps to settle the issue by measuring the morale level of departments with varying levels of openness in grievance channels. The study-firm is a large electrical equipment manufacturer.The questions the paper poses are these:What is the effect of work measurement on employee morale?Does the provision of good grievance channels influence the effect of work measurement on employee morale? Are good grievance channels more important in terms of morale when employees have difficulty meeting the work standar...