The effects of job enrichment on job satisfaction, job performance, and job stress of Javanese workers were examined in a field experiment at three private companies, among their production employees, who were randomly assigned to either an enriched or unenriched condition. Research samples consisted of 300 production workers, 150 for each group. In the enriched condition, a systematic attempt was made to increase the extent to which the jobs of the employees possessed each of the dimensions of skill variety, task identity, task significance, autonomy, and feedback. In the unenriched condition, the employees performed their original duties and tasks. After 3 (three) months experimental period, the effect of enrichment was examined. Data were analysed by descriptive statistics such as mean, ancova, and multiple regression. The results showed: (1) employees in the enriched condition perceived their jobs as more enriched than before; (2) enrichment induced significant increases in employee job satisfaction and job performance, and decreases in job stress; (3) the relationship of job enrichment and work outcomes was not moderated by demographic variables and different companies. These findings, which are described in terms of Hackman-Oldham's theory of job design are regarded as evidence suggesting that enrichment can cause substantial improvements in employee attitudes. On the whole, however, the effective contributions of the five job dimensions of job enrichment to increase job satisfaction, job performance, and decrease job stress have not reached the optimum level. Although there are no strong reasons to believe that these results are peculiar to Javanese workers, caution should be exercised in generalising their application elsewhere.
|Date of Award||Jan 1999|