Effects of Job Enrichment and Job Enlargement on

Employee’s Performance
By

Asad Ali
(MC170202807)

A Research Relevant Project

Submitted to the Depart. of Management Sciences

Virtual University of Pakistan.

To fulfilled of the
Requirement for the degree of

Masters of Human Resource Management

Virtual University of Pakistan.

Supervisor:

Yasir Zeb
Instructor Business Admin-HRM/MGT,
Virtual University of Pakistan. Lahore Campus

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 Declaration

I declare that, this research project for the degree of Master of Human Resource Management

(MHRM) at Virtual University of Pakistan to the faculty of Management Sciences has been

submitted by me. This is my own work and material after reading the previous research articles

and surveys.

Asad Ali
MC170202807

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 Table of Contents

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 S.N Particulars
o
1 Introduction of the Project (1)
2 Job Enrichment (1.1)
3 Job Enlargement (1.2)
4 Employee Performance (1.3)
5 Objectives of the Research (2)
6 The Research Significance (3)
7 Research’s Methodology (4)
8 Type of Research (4.1)
9 Data Collection Resources (4.2)
10 Data Collection Tools (4.3)
11 Subjects/Participants (4.4)
12 Samplings Technique (4.5)
13 Convenience or accidental sampling (4.6)
14 Data processing and Data analysis (4.7)
15 Data Analysis (5)
16 Gender of the Respondent (5.1)
17 Age Bracket (5.2)
18 Educational Level (5.3)
19 Job Category (5.4)
20 Length of Service in the Organization (5.5)
21 Task Structuring (5.6)
22 Job Arrangement (5.7)
23 Job Meaningfulness (5.8)
24 Employee Performance (5.9)
25 Findings (6)
26 Conclusion (7)
27 Recommendations (8)
28 Questioner
29 References

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 1. Introduction of the Project

Job enrichment and job enlargement are the ladders which are normally used to make the

employees feeling that the organization is really owning them and these kinds of things increase

their performance on the job. Involving the employees to executive functions in the job is called

job enrichment. This kind of things causes to the achievement of the employees’ performance.

Due to enhance the job pressure in the working place, it is common to change the job activities

of the employees on the job place and make them able to work at every level of the organization.

This kind of things can be enhanced the performance of the employees and reduces the cost of

the organizations/companies as productivity can also be increased. As per my observation I

supposed that routine / regular job activities can create boring environment at the workplace and

it causes lake of motivation’s level for employees. But on the other side job enlargement is the

key tool that can reduces the boring environment and enhances the motivation which will cope

level of satisfaction for employees. Job satisfaction is distinct as the level on

which employees feel self-motivated towards their job. Job satisfaction happen when

employees feel they are having job constancy, career advancement and a very comfortable work

and life balance. However, job enrichment and job enlargement can satisfy or can dissatisfy

employees. It totally depends on how employees can be able to enlarging their jobs and doing the

extra task. In that case employee might take job enlargement as a positive attitude towards

civilizing their experiences or might take negative attitude and feels that they are doing jobs

without any reward. There are hundreds of employees working in retail sector (Carrefour

Pakistan Private Limited) in top, middle and lower level and there are huge numbers of jobs

performed day by day to accomplish the targets of variance departments. Every employee is

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supposed to be ready to achieve extra tasks in their job’s role. So we can say that job enrichment

and job enlargement is available and demanded by the organization.

 Job Enrichment

 Job Enlargement

 Employee Performance

1.1 Job Enrichment:

Involving the employees to executive tasks of the higher position is called job enrichment, and

furthermore we can say that job enlargement allow to any worker / employee to perform more

and more task happily by having the equal rank. The job enrichment can be able to increases the

self-actualization, self-control and self-respect of the employee. This kind of things causes

success of employee’s performance. The job enrichment can also enhance the motivation

intensity of the employee as well as performance of employee. Job enrichment should empower

to employees to achieve the organizational goals.

1.2 Job Enlargement:

Job enlargement shows that the increases the competition among different kind of organizations.

The attitude of the employees towards their work is referred to as psychological work climate

(Hater, James, Gent, & Bruni, 1978).

1.3 Employee Performance:

There are number of discussions among the industrialists and researchers in the current era about

identifying the factors that are affecting the employee performance. Taylor (1911) was the only

earliest contributors who identified the factors that influenced the performance of the employee

during working conditions. He recognized the concept of financial man which mean that the

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income level and reward system prevailed in any business is mainly the feature that can improve

the performance level of employees. They all gave a boost in that literature to improve the

employee performance. Theorists identified four major factors that may affect the employee

performance. These are:

 Job Autonomy.

 Organizational Support .

 Training .

 Justice in the Organization.

2. Objectives of the Research:

The purpose of this research is to investigating the impact of job enlargement on employees'

motivation as well as job satisfaction in the retail sector. With the help of efficient Job design

researcher can be able to make valuable recommendations for the top of the organization so that

they can improve motivation and job satisfaction of the employees. The objectives of the

research are as under:

1. We would be able to increase our information related to job enlargement in terms of job

design technique and can be consider as good practice for HRM.

2. To look at the rank of working job enlargement amongst the employees in the retail

sector.

3. To evaluate that how future job enlargement can affects on the job satisfaction of

employees in the retail sector.

4. To examine the impact of job extension on the motivation of employees in the retail

sector.

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 5. To recommend how the Retail Sector as an organization can better maintain and improve

employees' motivation and job satisfaction.

6. To recommend valuable techniques for the managers that can follow to motivate as well

as satisfy to the employees.

7. To learn consequence of work and life balance in achieving the business sustainability.

8. To learn the role of job enhancement and job extension in work & life balance and

recognize practices to correct the inequality in work and family life.

3. The Research Significance:

This research is very important and beneficial for the organizations as it provides the knowledge

to handles a technique that can effects the motivation level of employees as well as satisfaction

level which are necessary to accomplish productivity and boost-up the performance as well. The

significance of research is as under::

1. Many research studies have handled the connection between motivation and satisfaction

with other variables. However, the effect of job extension has not been sufficiently

studied. So, the significance of learning comes from the individuality of studies in this

field.

2. The study conclusion can be used by other business divisions to better understanding the

needs of employees and keep them motivated, satisfied and happy.

3. This study will provide the knowledge to the managers and top level management which

will be very helpful. Via these guidelines they will know how they can utilize the

abilities, skills of the employees to achieve the organizational goals.

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 4. The researcher will work on other related issues that affect level of motivation and job

satisfaction and will participate with local conferences and publish the research in an

international journal.

4. Research’s Methodology

For this study I have to be use primary data and secondary data. Primary data will be gathered

from one to one interview / acquired the questionnaire filled from Carrefour’s employees

through conducting personal interview & questioners, and secondary data will be collected

through internet, previous research articles and from the My main focus will be on questioners

to make and complete this research.

4.1 Type of Research

In this research project I have to conduct only Quantitative Research studies.

4.2 Data Collection Resources

 Primary Sources:

 Self Administered Surveys

 One to One Interviews

 Field Observation

 Etc.

 Secondary Sources:

 Information Collected From stated organizations

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  Data Collected from other research articles.

 Data will collects through social medial like Google or LinkedIn articles.

 Etc.

4.3 Data Collection Tools

Questionnaires must be used to calculate the impact of job enhancement, job extension on the

satisfaction of employee by keeping in view the performance of employee as an intervening

variable. These questionnaires are then properly examined one by one. Further more data could

be collected from HR experts, managers by conducting personal interviews etc. Furthermore

questionnaire is stated at the end of this research paper.

4.4 Subjects/Participants

The respondents of this study are employees from the Carrefour Pakistan Private Limited who

are Human Resources expert, mangers, line mangers, and supervisor even labor level staff also.

My targeted organization will be Carrefour Pakistan Private Limited as I previously mentioned,

Population is 600 employees, and I actually successfully gets 299 people’s feedback from said

organization. Sample size can be minimum 8 to 10 employees (For Every Designation &

Division except Managers). To acquire feedback from managers I will fully try to get at get my

questionnaire filled at least 10 managers.

So,

Total Number of employees : 600

The number of respondent I will choose / targeted : 300

Actual Respondent for this research : 299

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 4.5 Samplings Technique:

As we know we have two types of sampling techniques like “Probability Sampling” and “Non-

probability sampling”

1. Probability Sampling:

There are different kinds of probability sampling as under:

 Random sampling.

 Stratified sampling.

 Systematic sampling.

 Cluster random sampling.

 Multi-stage random sampling.

2. Non-Probability sampling:

There are different kinds of non-probability sampling as under:

 Convenience or accidental sampling

 Purposive sampling.

 Modal instance sampling.

 Expert sampling.

 Proportional and non-proportional quota sampling.

 Diversity sampling.

 Snowball sampling.

Note: In this research i will use “Convenience or accidental sampling.

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 4.6 Convenience or accidental sampling

Convenience sampling is a kind of non-probability sampling, which does include participants

based on their availability. Purpose of choosing this sampling technique is, I can get easy access

to the said company’s employees for one to one meeting and get my questionnaire also filled.

4.7 Data processing and Data analysis

In this research as i have questionnaires for my data collection and only the impact of job

enrichment and job enlargement on the employee satisfaction keeping employee performance as

intervening variable will be judged. Furthermore study can also be done on the other factors that

can have direct or indirect impact on employee satisfaction. I have to be used MS Excel to

compile the data and apply the Correlation statistical test to acquire the research findings and

results.

5. Data Analysis

This section of research article describes the data analysis and explanation that has been done in

line with the main goal for this study which was establishing the effect of job enlargement on

performance of employees at Carrefour Pakistan Private Limited. This research study has been

implemented a quantitative approach. The results have been obtained in form of numbers and

percentages. 299 respondents were submitted their views successfully via questioner.

5.1 Gender of the Respondent:

The participants were requested to state their gender. The outcome is presented in table number

1.

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 Table Number 1:

Gender Frequency Percentage %

Male 284 95

Female 15 5

Total 299 100

In table number 1 we can see that, majority 95% of the respondents are male and rest 5% are

females. These shows that majority of the employees who worked in Carrefour Pakistan Private

Limited is Males due the nature of work.

5.2 Age Bracket:

The participants were requested to state their age bracket. The outcome is presented in table

number 2.

Table Number 2:

Age Frequency Percentage %

18 to 25 Years 145 48

26 to 35 Years 80 27

36 to 45 Years 49 16

46 to 54 Years 18 6

55 Years and above 7 2

Total 299 100

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In table number 2 most of the respondent 48 % were aged between 18 to 25 years old, 27%

respondents were aged between 26 to 35 years old, 16% respondent were aged between 35 to 45

years old, 6% respondent were aged between 46 to 45 years old, 2% were 55 years old or above.

This shows that most of the employees working in Carrefour Pakistan Private Limited are young

and fresh candidate.

5.3 Educational Level:

The participants were requested to state their level of education. The outcome is presented in

table number 3.

Table Number 3:

Education Level Frequency Percentage %

Primary Level 0 0

Secondary Level 10 3

High School Level 38 13

Intermediate Level 46 15

Graduation Level 115 38

Masters Level 90 30

Total 299 100

In table number 3 out of this result, most of the respondents 38% were graduate, 30% were

masters level educated, 15% were intermediate level, 13% were high school level and only 3%

respondent were under Metric. This shows that Carrefour Pakistan Private Limited have

educated employees.

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 5.4 Job Category:

The participants were requested to state their job’s Category. The outcome is presented in table

number 4.

Table Number 4:

Job Category Frequency Percentage %

Executive 11 4

Management 28 9

Non-Management 260 87

Total 299 100

The result in table number 4 shows that majority 87% of the respondents were non-management

employee, 9% were Management staff while only 4 % belongs to executive level employees.

5.5 Length of Service in the Organization:

The participants were requested to state their level of education. The outcome is presented in

table number 5.

Table Number 5:

Service Frequency Percentage %

Below 1 Year 75 25

1 to 3 Years 112 37

4 to 6 Years 67 22

7 to 10 Years 28 9

More than 10 Years 17 6

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 Total 299 100

In Table 5, 37% respondents had served with the company between 1 to 3 years, 25% served

below 1 year, 22% served between 4 to 6 years, 9% served between 7 to 10 years and 6 % served

more than 10 years.

Under this research project the researcher determined many aspects regarding job enlargement.

This study looked at a variety of aspects of job enlargement which included:

 Task Structuring.

 Job Arrangements.

 Job Meaningfulness.

 Employee Performance.

5.6 Task Structuring:

The researcher required to find out several aspects to task structuring that contributed to

employee’s performance. The results are as under:

Table Number 6:

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 Standard
Sr. Particulars Mean Deviation
 Task Structuring
The employees are clear about their tasks in all the
organizational levels.
1 4.090301003 1.106056956
Employees understand the process and procedures.

2 4.093645485 0.877339493
Employees are motivated to perform their task.

3 3.976588629 0.80858672
The management has the role to analyze and
restructure a task.
4 3.983277592 0.757327489
The organization has well defined task structure.

5 4.153846154 1.024732862

Total 4.059531773 0.914808704

In table number 6, as we case assume that or we can say that most of employees as mean value is

4.09 were well awarded with their tasks. The mean values 4.0936 employees were agreed with

the question number 2 (Employee Understand the process and procedures). The mean value

3.976 employees were agree as they are motivated to perform their task the mean value 3.983

employees were agreeing with the question number 4 (The management has the role to analyze

and restructured a task.). The mean value 4.1538 employees were strongly agreed with question

number 5 (The organization has well defined task structure) By keeping in view the “Task

Structuring” portion of the questioner it is observed that most of the employees are agree even

strongly agree and happy to get extra task and to perform them for their career advancement.

Further graphical analysis is as under for more clarification:

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 Task Structuring
Number of Clicks against each option
Answer
Options Q1 Q2 Q3 Q4 Q5 Options
Strongly Disagree 12 0 2 1 6 1
Disagree 15 20 12 13 25 2
Neutral 53 42 53 43 26 3
Agree 73 127 156 175 102 4
14
Strongly Agree 6 110 76 67 140 5
29
Total 9 299 299 299 299

Task Structuring
190
175
170
156
150 146
140

130 127

110
110 102
Strongly Disagree
90 Disagree
73 76
67 Neutral
70
Agree
53 53
50 43 Strongly Agree
42

30 2526
20
1215 12 13
10 6
0 2 1
Q1 Q2 Q3 Q4 Q5
Strongly Disagree 12 0 2 1 6
Disagree 15 20 12 13 25
Neutral 53 42 53 43 26
Agree 73 127 156 175 102
Strongly Agree 146 110 76 67 140

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 5.7 Job Arrangement:

The researcher required to find out several aspects to Job Arrangements that contributed to

employee’s performance at the work place. The results are as under:

Table Number 7:

Standard
Sr. Particulars Mean Deviation
 Job Arrangement

The organization combines various aspects of a

job (planning, controlling and executing)
1 4.240802676 0.791443773
The management is entrusted to plan and control
job.
2 4.086956522 0.767937905
Employees are responsible for task execution.
3 4.050167224 0.84394307
Employees are offered opportunities for career
advancement.
4 3.682274247 1.017985993
Employee enjoys work-life balance.
5 3.989966555 0.994902949

Total 4.010033445 0.883242738

The finding shows that company merges many aspects of job like planning, controlling and

execution; the mean value is 4.24 employees were strongly agreed with that. The findings also

showed that management was entrusted in planning and controlling, the mean value 4.086

employees were strongly agreed. The mean value 4.050 were employees were strongly agreed

with the question number 3 (Employees are responsible for task execution). The mean value

3.682 employees were agreed that with question number 4 (Employees are offered opportunities

for the career advancement). The mean value 3.989 employees agreed that as they enjoyed work-

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life balance. Overall job arrangement section shows that most of the employees are happy and

agreed with that. Further graphical analysis is as under for more clarification:

Job Arrangement
Number of Clicks against each option
Answer
Options Q1 Q2 Q3 Q4 Q5 Options
Strongly Disagree 0 0 0 7 6 1
Disagree 8 13 13 38 25 2
Neutral 42 37 60 61 38 3
Agree 119 160 125 130 127 4
Strongly Agree 130 89 101 63 103 5
Total 299 299 299 299 299

Job Arrangement
170 160
150
130 130 127
130 125
119
110 101 103
89
90 Strongly Disagree
Disagree
70 60 61 63
Neutral
50 42 38 38 Agree
37
25 Strongly Agree
30
13 13
8 7 6
10 0 0 0
Q1 Q2 Q3 Q4 Q5
Strongly Disagree 0 0 0 7 6
Disagree 8 13 13 38 25
Neutral 42 37 60 61 38
Agree 119 160 125 130 127
Strongly Agree 130 89 101 63 103

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 5.8 Job Meaningfulness:

The researcher required to find out several aspects to Job Meaningfulness that contributed to

employee’s performance at the work place. The results are as under:

Table Number 8:

Standard
Sr. Particulars Mean Deviation
 Job Meaningfulness
Employee possesses a set of various skills.
1 4.107023411 0.729473587
Employee get job allocation is based on the skills and
knowledge
2 3.986622074 0.847314131
Employee enjoys job autonomy in the organization.
3 3.91638796 0.910250535
The organization dose performance appraisal to
improve the quality of input of employees.
4 4.18729097 0.809987376
Employees are highly motivated in their work.
5 4.170568562 0.901715374

Total 4.073578595 0.839748201

The result shows that the mean value 4.107 employees were strongly agreed to possess a set of

various skills. The mean value 3.986 employees were agreed with the question number 2

(Employee get job allocation on the skills and knowledge. The mean value 3.916 employees

were agreed with the question number 3 (Employees enjoys job autonomy in the organization).

The mean value 4.187 employees were strongly agreed with the question number 4 (The

organization dose performance appraisal to improve the quality of input of employees). The

mean value 4.1705 employees were strongly agreed that they are highly motivated in their work.

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Overall this section of survey shows that job meaningfulness plays very important role in

employee performance. Further graphical analysis is as under for more clarification:

Job Meaningfulness
Number of Clicks against each option
Answer
Options Q1 Q2 Q3 Q4 Q5 Options
Strongly Disagree 0 7 0 0 1 1
Disagree 14 6 14 8 13 2
Neutral 23 49 95 51 55 3
Agree 179 159 92 117 95 4
Strongly Agree 83 78 98 123 135 5
Total 299 299 299 299 299

Job Meaningfulness
190 179
170 159
150 135
130 123
117
110 95 95 98
92 Q1
90 83 78
Q2
70 Q3
49 51 55
50 Q4
30 23 Q5
14 14
7 6 8 13
10 0 0 0 1
Strongly Disagree Disagree Neutral Agree Strongly Agree
Q1 0 14 23 179 83
Q2 7 6 49 159 78
Q3 0 14 95 92 98
Q4 0 8 51 117 123
Q5 1 13 55 95 135

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 5.9 Employee Performance:

The researcher required to find out several aspects to Employee Performance that contributed to

employee’s performance at the work place. The results are as under:

Table Number 9:

Standard
Sr. Particulars Mean Deviation
 Employee Performance
The organization reward good performance.
1 3.929765886 1.005897181
I met deadlines as set.
2 4.688963211 0.511851418
The organization offers frequent training and
3 development programs to improve performance. 4.123745819 0.686449392
The tools and resources needed to do my job are
4 sufficient. 3.989966555 0.899235133
The organizational culture provides a conductive
5 environment to work. 4.16722408 0.780721564
The top management is supportive and this encourages
6 employees to achieve their targets. 3.953177258 0.826053287

Total 4.142140468 0.785034663

The result shows that most of the employees the mean value 3.929 employees were agreed that

the organization gives reward to the good performer. The mean value 4.688 employees were

strongly agreed that they met their deadline as set. The mean value 4.123 employees were agreed

with the question number 3 (The organization offers frequent training and development program

to improve performance). The mean value 3.989 employees were agreed with the question

number 4 (The tools and resources needed to do my job are sufficient). The mean value 4.167

employees were strongly agreed with question number 5 (The organizational culture provides a

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conductive environment to work). The mean values 3.953 employees were strongly agreed with

question number 6 (The top management is supportive and this encourage employees to achieve

their targets). Overall the result of this section of survey shows that job enrichment and

enlargement have positive impact on employee’s performance. Further graphical analysis is as

under for more clarification:

Employee Performance
Number of Clicks against each
option
Answer
Options Q1 Q2 Q3 Q4 Q5 Q6 Options
Strongly Disagree 7 0 0 0 0 0 1
Disagree 14 0 2 20 6 19 2
Neutral 78 7 48 62 52 52 3
Agree 94 79 160 118 127 152 4
Strongly Agree 106 213 89 99 114 76 5
Total 299 299 299 299 299 299

Employee Performance
225 213

175 160 152

118 127
125 106 114
94 89 99 Strongly Disagree
78 79 76 Disagree
75 62 52 52
48 Neutral
20 19
25 7 14 007 02 0 06 0 Agree
Strongly Agree
Q1 Q2 Q3 Q4 Q5 Q6
Strongly Disagree 7 0 0 0 0 0
Disagree 14 0 2 20 6 19
Neutral 78 7 48 62 52 52
Agree 94 79 160 118 127 152
Strongly Agree 106 213 89 99 114 76

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Correlation results are as under:

We calculated correlation coefficient results via calculating accumulative mean values of “Task

Structuring” Job Arrangement” & Job Meaningfulness. On the other side we find the mean value

of “Employee Performance”. After finding all these values we applied formula through MS excel

to find out the correlation of coefficient which is as under:

Correlation value is 0.25.

Considering that Employee performance is dependent variable.

0.25 results showed that positive but weak correlation of job enrichment and job enlargement on

employee performance. We can say if any change happened in one dimension then it will

automatically effect on employee performance.

The Summary of the Model

The sumary of the whole model is as under in table number 10

Table number 10

Model Summary

Std. Error of the

Model R R Square Adjusted R Square Estimate
.261a 0.068 0.059 0.32704
1

a. Predictors: (Constant), Job Meaningfulness, Job Arrangement, Task Structuring

b. Dependent Variable: Employee Performance

The result in Table 10 exposed that the coefficient of determination was 0.068 which indicated

that job enrichment and job enlargement explain 6.80% variations in the employee performance.

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Analysis of Variance

The analysis of variances is as under in table 11

Table Number 11

ANOVAa
Sum of Mean
Model Squares df Square F Sig.
1 Regression 2.302 3 0.767 7.175 .000b

Residual 31.552 295 0.107

Total 33.855 298
a. Dependent Variable: Employee Performance
b. Predictors: (Constant), Job Meaningfulness, Job Arrangement, Task Structuring

By keeping in view the employee performance is as dependent variables and other are

independent variables, the result in Table 11 represented that the regression equation utilized in

this research was important since it contained predictive values. P-value was smaller than 5%,

0.000.

Model Coefficients

The model Coefficients is as under in table number 12

Table number 12

Coefficientsa

Unstandardized Standardized
Coefficients Coefficients

Model B Std. Error Beta t Sig.

1 (Constant) 2.996 0.262 11.416 0
Task Structuring 0.075 0.041 0.108 1.832 0.068

Job Arrangement 0.069 0.044 0.09 1.591 0.113

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 Job Meaningfulness 0.139 0.045 0.182 3.063 0.002

a. Dependent Variable: Employee Performance

The regression model derived from this study is as follows:

Employee performance= 2.996+0.075X1+0.069X2 0.139X3+ε

Job enrichment and job enlargement were positively connected to employee performance (0.108,

0.09, and 0.182 respectively). This indicated that a single increase in any of these variables can

cause into a corresponding increase in employee performance.

Note: The results of the correlations and regression analysis shows that Job enrichment and job

enlargement imposed positive impact on employee performance in short we can say that Job

enrichment and job enlargement plays very positive role on employee’s performance.

6. Findings:

Relating to the many aspects of job enrichment and job enlargement, the most of the respondents

agreed that task structuring and job arrangement contributed towards improving the performance

of employees. Structuring the encouraged employees easy identification of tasks, understand the

process and procedures and motivate them to perform their tasks. As in above stated tables

results shows that most of the employees were agree and strongly agree.

Job arrangement encouraged employees to perform better as percentages showed in above table

mostly employees are agree and strongly agree. Effective job arrangements encourage employees

to perform various tasks at the same and we can say that it does can be multi-tasking. It also

gives the ability to employees for the management of their work and personal life balance. It is

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indicated that organization maintained a proper performance appraisal system to records the

performance of the employees.

Job meaningfulness also has the influence on employee’s performance. Most of the respondents

were agree and strongly agree as percentage shown in above stated table. As I studied many

research article related to my research project tease projects shows that job meaningfulness has

little impact on employee performance as the findings were natural by as I gets my questioner

filled I observed that most employees shows meaningfulness has good impact on employee

performance as results stated in above table.

Job Performance, Getting the reward from the company is very much happy moment for every

employee and the finding of research is most of the people were agree and strongly agree with

that as it have a very huge influence on employee’s performance. Everybody meets their

deadline to get the good rewards from the organization. Every employee get training from the

organization and implement accordingly. Employees were used the available sources of the

company the try to achieve maximum results to get the good reward. It all happen with the help

of management support.

7. Conclusion

As per my point of view the conclusion of this study is the job enrichment and job enlargement is

another name of task structuring, job arrangement and job meaningfulness that contributed

towards employee performance. These three feature allow workers to familiar their everyday

jobs, recognize the processes & procedures, motivate them and to achieve the work and life

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balance, this also boosts the efficiency of employees, enthusiasm and assurance towards work

and accomplish their goals. With respect to job meaningfulness; multiple skills / multi-tasking,

job autonomy and performance appraisal did not fully justify an improvement in employees’

performance but job meaningfulness also have little impact on the performance of employees. As

all results of this study is already mentioned in above tables with proper results in percentage

forms for the easy understanding.

8. Recommendations

As per my observation the top management of Carrefour Pakistan Private Limited should plane

more training and development programs for their managers of team leaders on the matter of job

enlargement and how it could be aligned to increase the performance of those employees who

were not happy with job enlargement. It is necessary for the top management that they need to

give the techniques to their managers and team leaders to handle all those employees and also

boots their performance as well via proper monitoring, controlling, job allocation to employees,

good planning and decision making

As Carrefour Pakistan Private Limited have very good reward system for the recognition of their

employee and with the help of this organization encouraging their employees to work hard and

perform their duties in very well way. Organization need to maintain this reward system in future

as well so that employees perform their duties efficiently and effectively.

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References:

Few are references as under:

1. Odiorne, G. S. Management-By-Objectives (New York: Pitman, 1970)

2. Latham, G. P., and j. J. Baldes. "The 'Practical Signifi-cance' of Locke's Theory of Goal

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26.

Note: Questioner Used for this survey is as under:

33 | P a g e
 EMPLOYEE SURVEY

Dear Employee:

I am grateful to you for your participation in the survey by giving your response on the attached

Questionnaire.

This questionnaire aims at collecting data regarding Effects of Job enhancement & Job extension

on the performance of employees

Confidentiality:

The information collected through this questionnaire will be kept confidential and will only be

used for the research study purpose.

Survey Guidelines:

Please respond to the question by marking the appropriate box, circling the relevant option or

write your responses in the provided space. This is not a test and obviously there is no right or

wrong answer but opinions. Kindly try to answer the survey questions frankly and honestly.

Your true honest responses are highly valuable to reach the true findings of the research study.

Thank you for your help & support.

Asad Ali, Student of MHRM

For each of the following statements, please indicate as per below stated ratings:

 Strongly Agree -5

 Agree -4

 Neutral -3

 Disagree-2

 Strongly Disagree-1

34 | P a g e
Sr Strongly Strongly
Particulars Agree Neutral Disagree
. Agree Disagree

 Task Structuring

The employees are clear about their

1 5 4 3 2 1
tasks in all the organizational levels.

Employees understand the process

2 5 4 3 2 1
and procedures.

Employees are motivated to perform

3 5 4 3 2 1
their task.

The management has the role to

4 5 4 3 2 1
analyze and restructure a task.

The organization has well defined

5 5 4 3 2 1
task structure.

 Job Arrangement

The organization combines various

1 aspects of a job (planning, 5 4 3 2 1

controlling and executing)

The management is entrusted to plan

2 5 4 3 2 1
and control job.

Employees are responsible for task

3 5 4 3 2 1
execution.

35 | P a g e
 Employees are offered opportunities
4 5 4 3 2 1
for career advancement.

5 Employee enjoys work-life balance. 5 4 3 2 1

 Job Meaningfulness

Employee possesses a set of various

1 5 4 3 2 1
skills.

Employee get job allocation is based

2 5 4 3 2 1
on the skills and knowledge

Employee enjoys job autonomy in

3 5 4 3 2 1
the organization.

The organization dose performance

4 appraisal to improve the quality of 5 4 3 2 1

input of employees.

Employees are highly motivated in

5 5 4 3 2 1
their work.

 Employee Performance

The organization reward good

1 5 4 3 2 1
performance.

2 I met deadlines as set. 5 4 3 2 1

3 The organization offers frequent 5 4 3 2 1

training and development programs

36 | P a g e
 to improve performance.

The tools and resources needed to do

4 5 4 3 2 1
my job are sufficient.

The organizational culture provides

5 5 4 3 2 1
a conductive environment to work.

The top management is supportive

6 and this encourages employees to 5 4 3 2 1

achieve their targets.

Personal Background

Name and Contact (optional) ________________________________________________________

1. What is your Gender?

(a) Male ( )

(b) Female ( )

2. What is your age bracket?

(a) 18 to 25 Years ( )

(b) 26 to 35 Years ( )

(c) 36 to 45 Years ( )

(d) 46 to 55 Years ( )

(e) 55 Years and above ( )

3. What is your job category in this organization?

(a) Executive ( )

(b) Management ( )

(c) Non-Management ( )

37 | P a g e
 4. What is your level of organization?

(a) Primary Level ( )

(b) Secondary Level ( )

(c) High School Level ( )

(d) Intermediate Level ( )

(e) Graduation Level ( )

(f) Masters Level ( )

5. How many years you have worked for this organization?

(a) Below 1 Year ( )

(b) 1 to 3 Years ( )

(c) 4 to 6 Years ( )

(d) 7 to 10 Years ( )

(e) More than 10 Years ( )

Additional comments for the researcher.

Thank you for your time and effort to complete this questionnaire

38 | P a g e
 Thanks & Regards,

Asad Ali

39 | P a g e