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¶ … close correlation between the concepts and applications of job rotation, job enlargement, and job enrichment. Job rotation is a managerial strategy in which employees rotate performing specific tasks or jobs within an organization at fairly regular periods of time. The point of this strategy is to make employees well rounded, and to see who has the greatest propensity of performing certain types of work. This strategy is distinct from job enlargement in that the latter involves increasing the quantity of tasks or assignments that employees have. That increase may occur at regular intervals, or it may not. The chief difference is that the employee is still responsible for completing his original tasks as well as the additional ones. This is appropriate in situations in which organizations might be understaffed. The main distinction between job enrichment and job enlargement is the quality of the additional tasks included in an employee's list of responsibilities, which can include career development opportunities (Duffield et al., 2014, p. 697). The tasks typically have more meaning and prestige within the organization -- which is not necessarily true of the tasks assigned via job enlargement. This method is advantageous for employees that are ambitious, and deservingly so.
2. Expectancy theory is a theory of management and motivation that was initially propagated by Victor Vroom (Renko et al., 2011, p. 667).. This theory is best used...
The three most important tenets of this theory are valence, expectancy, and instrumentality. Expectancy is the amount of confidence that an employee has in his or her own abilities, and what sorts of resources (training, tools, etc.) he or she needs to increase that confidence and his or her output. Valence refers to an employee's values in terms of emotional involvement. It is the degree to which employees are motivated by extrinsic and intrinsic motivating factors. Instrumentality is the amount of belief employees have that management can actually deliver those rewards that employees want. This theory is best used to give employees what they want as a way of motivating them.
3. One of the chief responsibilities of management is to help employees manage their stress. Employees who have difficulty managing their stress are not as effective as they would be otherwise (Friedrich et al., 2015, p. 2). Therefore, it is the job of a manager to improve employee efficiency, which partly involves stress management. In this regard, management is tasked with perceiving exactly what factors are contributing to employee stress and how they are doing so. After understanding both of these two facets of stress management, managers must determine ways to mitigate both those sources of stress and their effects on employees.…
References
Duffield, C., Baldwin, R., Roche, M., Wise, S. (2014). Journal of Nursing Management. 22(6), 697-706.
Fridrich, A., Jenny, G. J., Bauer, G. F. (2016). Outcome expectancy as a process indicator of comprehensive worksite stress management interventions. International Journal of Stress Management. 23(1), 1-22.
Rawat, P.S., Basergekar, P. (2016). Managing workplace diversity: performance of minority employees. Indian Journal of Industrial Relations. 51(3), 488-501.
Renko, M., Kroeck, K.G., Bullough, A. (2011). Expectacy theory and nascent entrepreneurship. Small Business Economy. 39, 667-684.
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