This week we met Joanne, a veteran server at Mario’s Italian Bistro who has a knack for wine. While observing Joanne, Mario and Rosemary decide that her talents could be enriched and enlarged. They don’t just want to improve business at the bistro; they also want to retain her talents for the long run. Let’s follow Mario and Rosemary as they hash out a training and organizational development plan that allows Joanne to have an enriched and enlarged job.
Job enrichment asks employees to perform higher-level tasks. Enrichment can be thought of as a vertical movement; it allows employees to be challenged (and fulfilled) by learning new skills. Enrichment gives much of the authority to the employee themselves. They control their development plan without much involvement from the management (“Difference between,” 2017). Enrichment can be costly, as the employee needs to receive additional, often specialized training.
Rosemary, Mario, and Joanne agree that her job enrichment program involves receiving sommelier training. Joanne will complete courses for a year before taking her official exam. Mario agrees to pay for the courses and tests if Joanne agrees to facilitate a monthly wine training for the rest of the staff.
While they might seem similar, job enrichment and job enlargement are two different things. If job enrichment is a vertical movement, job enlargement is a horizontal one. It adds more tasks to an employee’s existing job in order to stave off boredom, learn new tasks, and improve productivity at the company. While job enrichment is costly and highly independent (like Joanne completing the sommelier courses on her own), job enlargement is cheaper and is still overseen by management.
As a veteran server at Mario’s Italian Bistro, Joanne is already a training mentor. Because of this, the monthly wine trainings Joanne will hold for the staff are considered job enlargement. She’s expanding upon a task that she was already assigned. In addition, because Joanne used to be a teacher, she isn’t necessarily learning a new skill, but enlarging her skills to accommodate a larger job description.
Both job enrichment and job enlargement keep employee satisfaction high. A robust training and organizational development program can impact employees’ talents. Allowing staff members to shape their own job roles leads to happier employees who are more likely to stay invested in an organization’s goals for the long run. It also allows the employee to continue to develop professionally.
Difference between job enlargement and job enrichment. (2017, February 14). Top differences. Retrieved on March 20, 2020. https://topdifferences.com/difference-between-job-enlargement-and-job-enrichment/
(Links to an external site.)
Sources of Information
Bhasin, H. (2019, September 9). Job enlargement: Meaning, and examples of job enlargement. Marketing91. Retrieved on March 20, 2020. https://www.marketing91.com/job-enlargement/
(Links to an external site.)
van Vulpen, E. (2020, February 25). Job enrichment: A full guide (including 12 examples). AIHR digital. Retrieved on March 20, 2020. https://www.digitalhrtech.com/job-enrichment/#interventions
(Links to an external site.)
Part of developing a training program requires careful consideration of what training needs are present in the organization’s workforce. The other consideration, however, is what each individual employee wants to accomplish in terms of their professional development and continued growth as an employee. As a human resource professional, what measures would you take to start a professional development program for the employees within the organization you work for?
For your citation, you might use articles that show examples of job enrichment and enlargement plans. You can also find articles from experts that suggest how to incorporate job enrichment and enlargement into training and organizational development programs.
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