Factors underlying job enrichment among expatriate employees: a regional perspective.
IntroductionJob enrichment is an attempt to motivate employees by giving them the opportunity to use their abilities. The concept of job enrichment is an off-shoot of motivation--hygiene theory (Herzberg, Mausner and Snyderman, 1959; Herzberg, 1968: 1987) of job attitude. However, job enrichment, as an effective motivator was popularised by Hackman and Oldham (1976). Motivation is a critical determinant of job involvement, and subsequently impacts on organisational effectiveness and success (Govender and Parumasur, 2010). The job characteristic model developed by Hackman and Oldham (1976) was an attempt to redesign the work to ensure a greater degree of job involvement, and, thereby, enabling the employees to have more sense of responsibility. An enriched job offers more autonomy and freedom in executing the job related responsibility adds variety and challenge to an employee's daily routine. Besides the pecuniary remuneration associated to work, an enriched job renders self-fulfilment and the contentment of a meaningful job. Lawler (2003) finds that an enriched job has been attributed with certain critical characteristics. His research identifies three psychological conditions for a job to be considered as enriched one. They are the experience of meaningfulness, the experience of responsibility for outcomes and feedback or knowledge of results. Job enrichment provides employee empowerment, and it, in turn, will lead to work autonomy and intrapreneurship. Such employees will manifest greater responsibility and engagement on work. Employee empowerment is beneficial to the organisation by permeating a feeling of sense of belongingness in the employee psyche (Yasdani, Yaghoubi and Giri, 2011).
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Yasdani, et al. (2011) define job enrichment as 'changing job content in order to make tasks challenging to increase productivity.' Following Hackman and Oldham (1976), Raza and Navaz (2011) defines job enrichment as 'the redesigning of job in a way that increases the opportunities for the worker to experience feelings of responsibility, autonomy, work itself, achievement, growth and recognition. Raza and Nawaz (2011) find job enrichment as a strong predictor of job satisfaction, motivation and organisational commitment.
Myriad studies (Jain, et al. 2007; Yang and Lee, 2009; Jayawardana and O'Donnell, 2009; Jenaibi, 2010) have confirmed that enrichment satisfies employees' psychological and social needs, gives them a sense of belongingness to the company.
The location and Objetive
The study was undertaken in the Middle East. The incidence of expatriate workers is very high in the Middle East countries. The migrant population comprises of citizens from India, Philippines, Pakistan, China, Korea, Nepal, Bangladesh, European countries and the continent of America. It has been observed that there is high concentration of Asian employees and workers in this region, comprising to other nationalities. In most of the Middle East, there is tax free salary and better standard of living. But it is doubtful about the availability of job enrichment for the expatriate workers. Keeping this in focus, the research team in tended to un derstan d the research problem in more detail and to find out the underlying factors there upon.
This study was initiated to gather the perceptions of migrant employees towards job enrichment, through a qualitative assessment, focusing on Kingdoms of Bahrain and Saudi Arabia and United Arab Emirates. A total number of 146 migrant employees from the study location were contacted to explore their perception on job enrichment. The main purpose of this study is to identify the factors underlying the job enrichment in these nations.
Review of Literature
To have a comprehensive magnitude of the research problem and to find its applicability to the study, the scholarly articles reviewed cover a cross-section of areas such as job enrichment, job satisfaction, career advancement, employee motivation, workplace innovation etc. Previous studies (Mohr and Zoghi, 2006) were conducted to examine whether enriched job design, with features like quality circles, feedback, suggestion programmes and task teams, affects job satisfaction. Mohr and Zoghi (2006) observe that with the help of identifying two competing hypotheses on the relationship between enriched jobs and job satisfaction, i.e., motivation hypothesis and intensification hypothesis, the researchers were able to come to a conclusion that the satisfaction level was increased by the support of data from the motivation hypotheses.
The work of Hackman, et al. (1975) is based on the manpower administration of the U.S. department of labour. The study attempts to explain the effectiveness of job enrichment is likely to be enhanced when the tasks of diagnosing and changing jobs are undertaken collaboratively by management and the employees. The conclusion drawn explains that job enrichment can be successfully implemented if employees' procedure of feedback, autonomy and redesign of work are made changes to with considerable employee suggestion and input.
Katz (1976) inspects the relationships between overall job satisfaction and the five task dimensions of skill variety, task identity, task significance, autonomy and feedback-from-job. The study explores the connection between work satisfaction and particular job attributes over a wide temporal prospect i.e. how employees react to certain task dimensions throughout their careers, and whether relationships are stable, etc. It was found that the relationships between job satisfaction and each of the task dimensions fluctuate significantly according to the career stage of the sample individuals. Kovach (1987) endorses that management must understand what motivates the employees within the context of the job that they perform. It is identified that employees at lower organizational level would respond to pay in incentives whereas in middle and higher levels employees respond to job enrichment and job enlargement program.
Cunningham and Eberle (1990) attempt to use alternate methods to job enrichment apart from the traditional methods for job design and redesign as they can adversely affect an organization's productivity, employees' motivation and job satisfaction. Fourman and Jones (1997) state that job enrichment plays a prominent role in motivating employees who are in the middle of their career. Key factors described in job enrichment are hygiene and motivational factors. The study aims to prove that apart from these vertical job enrichment adds more authority, accountability and specialization to job thereby increasing motivational factors such as responsibility, achievement , growth an d learning on the same job thus leading to positive motivation and job satisfaction for the employee.
The study by Cook and Salvendy (1997) finds the influence of job enrichment and mental workload as important constructs on work outcome variables. The study states that although mental workload manipulated independently of job enrichment, it may not provide significant differences in job satisfaction as a function of job enrichment and mental workload. Lindner (1998) describes the significance of certain factors in motivating employees at the Ohio State University's Piketon Research and Extension Centre and Enterprise Centre. The primary purpose of the study was to portray the ranked importance of ten motivating factors: job security, sympathetic help with personal problems, personal loyalty to employees, interesting work, good working conditions, tactful discipline, good wages, promotions and growth in the organization, feeling of being in on things and full appreciation of work done.
According to Riehl (2000) the main end result of job enrichment is retaining staff and ensuring quality service or no loss in quality being rendered. The study confirms that jobs can be enriched by redesigning them i.e., giving employees more and varied duties other than their standard responsibilities. The researcher concludes that apart from salary, benefits, etc. Motivational factors like achievement, recognition, responsibility play an important role.
Based on a survey of around 500 German expatriate managers on assignment to 59 countries Stahl, Miller and Tung (2002) conducted a study to find out the nature of the expatriate career connect, the perceived impact of an international assignment on career advancement and personal development, and the effectiveness of corporate expatriate career management systems. The major findings indicate that: motives such as personal challenge and professional development are more important than opportunities for career advancement, despite perceived deficits in corporate career management systems and a widespread scepticism that the assignment will help them advance within their companies in influencing managers to accept an international assignment. The study of Culpan and Wright (2002) explores the work environment of expatriate women managers in American corporations and investigates the determinants of their job satisfaction.
The work of Mohr and Zoghi (2006) examine whether job enrichment helps workers be motivated or instead it adds more to their work load and creates dissatisfaction, in a Canadian perspective. Study confirms that job enrichment helps employees attain job satisfaction through employee surveys, employee suggestion programs, job rotation, teamwork, quality circles, and classroom training. The study explains the various methods of job enrichment and their effects on employees' satisfaction level. The ongoing research intends to find out how far the methods of job enrichment are applied by companies having expatriate workers and explore possible attitudes of the workers towards their job itself.
Yang and Lee (2009) examine the complex underlying paths between empowerment, job enrichment, job satisfaction, and turnover intention. The authors argue that job satisfaction plays a vital role in explaining turnover intention among public employees. Empowerment and job enrichment is considerably indirectly related to turnover intention through its impact on job satisfaction. The work of Jayawardana & O'Donnell (2009) explore the impact of a job enrichment initiative to devolve increased responsibility for monitoring workplace productivity, product quality and workforce attendance to line employees. Jenaibi's (2010) study focuses on the meaning of job satisfaction, its challenges, and how to effectively increase employee satisfaction. The aim of this research was to discover the sense of job satisfaction and the struggles employees face in government organizations by using a case study of different organizations in the UAE.
Methodology
The study followed an exploratory research design. Hence, this study was to investigate whether job enrichment is present effectively or not. Primary data were the major source of input to the study. The method used to conduct the research was survey method which was implemented through sample method by administering questionnaires. The research methodology in detail has been discussed below.
Questionnaire Design
A structured closed-ended questionnaire was used in this research. The questionnaire comprised of questions on demographic profile such as age, gender, nationality, country of residence, level of education and duration of stay as a migrant worker. Major part of the questionnaire consisted of multiple choice questions to understand the opinion and attitude of the respondents towards particular factors pertaining to job enrichment. The concept of job enrichment is multi-dimensional. This may comprise of institutional policies, personal perceptions, expectations and attitudes, job content and responsibility involved etc. Twenty seven items, which were conjured as elements of job enrichment, were developed to understand the respondents' perception on job enrichment on a five-point scale. The attitude of the employees towards certain motivational factors was explored by the range of agreement or disagreement on a five point scale. A pilot study was conducted to understand the suitability of data collection instrument. The questionnaire was modified and finalised based on field experience during pilot study.
Sample Identification and Data Collection
Non-probability method was used to identify the respondents for the study. Judgement sampling technique was the major sample identification tool, though employee referral also contributed to the task. Proper fore-thought was lent to have representative sample from a cross-section of demographies. The prospective respondents were contacted in their offices, shopping malls or residences. The questionnaires were employed through direct personal contact as well as emails. Majority of the questionnaires were administered in person and collected back on-site. A few number of survey instruments were left with the prospective respondents, as they were pre-occupied otherwise, and picked-back later. All email questionnaires were promptly returned duly filled in, without blemishes. A few respondents were also seemed to be apprehensive to co-operate initially, but this was overcome by assurance of confidentiality and anonymity. The questionnaires were personally administered by the researchers in Bahrain and Saudi Arabia and mail questionnaire method was used to elicit data from the UAE.
Sample Size
A total number of 146 respondents were selected, who comprised of different nationalities in the Middle East focusing on the study area (Kingdoms of Bahrain and Saudi Arabia and UAE). Respondents from both the genders were considered for the study.
Data Processing and Analysis tools
Field editing method was followed mainly in the study to spot errors and omissions and to rectify the same. The data gathered were entered into Microsoft Excel Spreadsheet. Microsoft Excel Spreadsheet features calculation and graphing tools which enables to categorize, format and compute data with formulas using a scheme broken up by rows and columns. The valid responses in the questionnaires were logically coded using numerical figures. There were two sets of attitudinal scale questions. Attitudinal measurement scale was used to code these questions. The section which explored the dimensions of job enrichment for the respondents' own perspectives, regarding how far their jobs are encouraging or discouraging, comprised of 27 questions that were measured on a five point scale. This set was coded as follows: Highly Encouraging = 5, Somewhat encouraging = 4, Neither /Nor = 3, Somewhat Discouraging = 2 and Highly Discouraging = 1.
Exploratory factor analysis was used to extract the factors underlying job enrichment. The responses obtained from 27 variables, which were deliberated and obtained a general consensus during the pilot survey, were loaded for factor analysis. The factor extraction method was principal component analysis with varimax rotation.
Results and Analysis
Job enrichment stimulates improvements in other areas of an organization. It is expected to meet certain psychological needs of job holders in terms of skill variety, identity, etc. It is unlike the workers elder or previous generation, modern employees are more educated, well informed, freedom seekers, independent decision makers, etc. If the employees are not satisfied with their present work conditions, they have an alternative to search for better place/firm.
Demographic Profile of Respondents
The personal information of the respondents is considered as a crucial part of a study since it forms as a basis of comparison between the expatriate respondents. The expectations and perceptions regarding job enrichment may vary among respondents with various demographic attributes. Hence, it was decided to commence the analysis by examining the demographic profile of the respondents. The demographic profile taken into account for analysing comprises of gender, age (in years), nationality, country of residence at present and educational qualifications. These factors are assessed in terms of percentages, mean, mode, standard deviation and cross tabulation displayed in tables. The results of these variables are presented in table I.
Gender orientation can explain the reasons for varied preferences of men and women. It has been identified that male respondents dominated the survey (60 percent). It is quite natural that majority of expatriate workers comprises of males since female workers generally do not take up employment as independent expatriate workers. Understanding gender dimension was seemed important especially when both genders are able to work indiscriminately in the present work scenario.
The analysis of age structure reveals that comparatively more representation is from 20-30 years (43 percent). Since the age group is comparatively the youngest, it can be assumed that the responses collected from this category will be the most reliable as the respondents at this age tend to be confident and more career oriented and would desire for satisfying and enriching jobs. Newly employed persons are usually considered as better educated.
The second highest category is 30-40 years, which constitutes about 27 percent. The two different age groups, which were in near close proportion, were in the age group of 30-40 years (27 percent) and 40-50 years (21 percent). The respondents in these age groups are more experienced and relatively higher reliable responses can be expected. Senior category (50 years and above) is represented marginally (9 percent). It was also attempted to find the centrality of the age structure. The arithmetic mean of the age of the respondents is estimated as 40 years with standard deviation 11.18. It is, therefore, inferred about 68% of the respondents contacted for the study belongs to 29-51 years of age.
The nationality profile shows that majority of the responses for this research was collected from the Asian population which comprised of Indians, Pakistanis and Bangladeshis. The larger part of responses coming from Indian expatriates (62 percent) which is why it is used to represent mode in this study. Pakistanis and Bangladeshis comprised of 12 percent and 5 percent respectively. The rest of the responses were collected from Philippines (12 percent) and other nationalities such as Sri Lankan, Jordanian, and Western etc. (9 percent). The collection of such a large number of responses from Indian expatriates shows the huge population of Indian's in the Kingdoms of Bahrain and Saudi Arabia.
The country of residence proves to be a crucial part in a respondent's personal profile. It is quite expected that in a country like UAE, employees have still more freedom with regard to their work development compared to the employees in the Kingdom of Bahrain. In the same perspective, employees in the Kingdom of Saudi Arabia have very less freedom when it comes to their work autonomy. Hence, the research team focused on these three areas to discover employees who are concerned in job enrichment. With the support of the above table, the results indicate that a large part of the responses were collected from Kingdom of Bahrain(65 percent) and then Saudi Arabia(30 percent).The researchers were able to collect the responses from residents in Bahrain as they had more accessibility to the respondents and the researchers themselves belonged to the Kingdom of Bahrain. Some of the questionnaires were dispatched to other countries.
Educational background of the respondent is an important aspect to understand the perception on job enrichment. When the education status of the respondents was scrutinized, it was acknowledged that more than half of the respondents were post graduates (55 percent), indicating that the respondents are well educated. This shows that most of the respondents were highly qualified. It also discloses that the respondents have the ability to acquire new knowledge and also practice it in terms of new techniques and so on when the situation arises. Therefore, their responses prove to be more reliable. Those who are qualified as graduates are about 41 percent followed by 2 percent being higher secondary which is considered as an insignificant proportion in the study.
It has been understood that majority (66 percent) of the respondents have been abroad for more than 9 years, but the majority (43 percent) age group of the respondents is in the age category of 20-30 years. It can be understood from the results that perhaps a majority of the respondents have been abroad since childhood and have started working after completing their education. Hence, perhaps, their aspirations for an enriched job would be higher compared to other age categories. The arithmetic mean of the number of years the respondents have been abroad has been calculated to be around 6-9 years.
Level of Job Enrichment
As the objectives have been stated earlier, our main aim is to ascertain the level of job enrichment and the factors responsible for job enrichment among the expatriate works in Middle East. Therefore, this analysis is crucial as it judges how many employees think that they have sufficient means to achieve job enrichment. It helps in finding out how many respondents presently have an enriched job and how many of them are completely dissatisfied about their job setting.
On analyzing the responses, it is identified that a major part (52 percent) of the respondents were, to some extent, in agreement with the level of enrichment in their job. A comparatively smaller portion (28 percent) of the respondents feels absolutely certain about the level of enrichment in their job. The majority of the respondents perception that their job is somewhat enriched implies that they are not completely satisfied with the enrichment opportunity in their job and there is scope for better improvements.
Factors Underlying Job Enrichment
It was attempted to uncover the factors underlying job enrichment. Twenty three potential variables were identified and were presented to the sample respondents. The responses were expected to be ranged on 5 point scale from highly encouraging to highly discouraging. Factor analysis was conducted on the variables for the purpose of data reduction.
The KMO measure of sampling adequacy test gives 0.885, showing the sufficiency of data to employ factor analysis. The Bartlett's test of Sphericity for the appropriateness of factor analysis is satisfactory, as the Chi-Square value is calculated as 2654.714 at a degree of freedom 351 and with [rho] value within the threshold limit ([rho] < 0.001). Since the estimated value of Chi-square is very high and the result is significant, factor analysis is appropriate for the present data set.
The principal component analysis approach, using Varimax rotation, reduced the explanatory variables into six major factors based on the twenty seven values greater than 0.45. The criterion of factor loading was based on the absolute value of co-efficient in the rotated component matrix. Each factor was composed of specific explanatory variables that loaded more than 0.45 on that factor. In the co-efficient display format option co-efficient with values less than 0.45 were suppressed. The variables were sorted by size under factor based on the absolute values of their loadings. The total variance explained by the factor analysis is calculated at 70.495 percent, and this is an indication that how much variance accounted for all factors taken together. The variables loading under each factor are presented in table IV. The highest factor loadings under, the factors signify the higher magnitude of correlation between a particular variable and the factor concerned under which the variable has been loaded.
Our efforts to uncover the factors underlying job enrichment has been accomplished through the analysis of qualitative data collected through field survey. Factor analysis extracted six factors of job enrichment from 27 job attributes. The first factor accounts for the highest variance (39.217 percent) explained and eigen value (10.588). The total variance explained by the first factor is appreciably more than half of the total variance explained (70.495 percent), underpinning the predominance this factor among the group.
Of these factors, company policies and self-regard are turned out to be prominent factors with maximum number of factor loadings under each. However, organisational policy is indisputably proved as a catalyst for job enrichment, which has been corroborated with the highest factor loadings and maximum percentage of variance explained (39.217 percent), coupled with the highest eigen value (10.588). Four variables loaded under first four variables have same factor loadings (0.79). These variables are availability of specific training, possibility to be involved in interesting assignment, ample opportunity to change jobs and freedom of expression. The factors extracted have been named suitably and presented in table V, along with the respective variables included in each factor.
Conclusion
The present study has successfully accomplished its objectives by extracting the factors underlying job enrichment. Being a psychological feeling, it cannot be measured precisely. But the dearth of such a uniquely redesigned job content may prevent organisational synergy, due to employee disengagement and lack of commitment. Researchers (Greenberg & Baron, 2003) corroborate that engaging the employees for varied tasks (what is technically called job enlargement) may not be motivational and do not realise an enduring improvement in job performance. Employees usually look for every opportunity to move up the career ladder, as this will provide them more authority and greater control in their work circle and more reputation and acceptance in the social circle. Job enrichment gives employees the opportunity to take greater control and autonomy in delivering the job content. Lawler (2003) has subscribed that job enrichment approach to work design is a proven HR strategy to many organisations, which ultimately creates win-win virtual spiral situations in service delivery.
The present research unfolded six factors underlying job enrichment. The significance of every factor is different, which is validated by the factor loading under each factor. The researchers exhort the companies, in the light of the study, to design and implement conducive policy framework to infuse the feeling of job enrichment, as policy related factors have been identified as the most significant one. The general policies of a company offer a sense of direction to strategic HR policies. Pro-employee HR policies are, inter alia, sine qua non for enduring job enrichment. It is also important to see that how the work is being facilitated by the company is also a beacon of job enrichment. It is concluded that job enrichment is not a momentum, but a continuum, by making enduring strides in career. The management must ensure its prolongation for accomplishing habitual organisational excellence.
References
Cook, J. R., & Salvendy, G. (1999). Job enrichment and mental workload in computer-based work: Implications for adaptive job design. International Journal of Industrial Ergonomics, 24, 13-23.
Culpan, O., & Wright, G. H. (2002). Women abroad: getting the best results from women managers. International Journal of Human Resource Management, 13 (5), 784-801.
Cunningham, J. B., & Eberle, T. (1990). A guide to job enrichment and redesign. Personnel, 67 (2), 56.
Fourman, L. S., & Jones, J. (1997). Job enrichment in extension. Available at http://www.joe.org/joe/1997october/iw1.php, accessed on 18th March 2011.
Govender, S., & Parumasur, S. B. (2010). The relationship between employee motivation and job involvement. South African Journal of Economic and Management Sciences, 13 (3), 237-253.
Greenberg, J., & Baron, R. A. (2003). Behavior in organizations, 8th Edn. New Delhi: Prentice-Hall of India Pvt. Ltd.
Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: test of a Theory. Organization Behaviour and Human Performance, 16, 250-279.
Hackman, J. R., Oldham, G. R., Janson, R., & Purdy, K. (1975). A new strategy for job enrichment. California Management Review, 17 (4), 57-71.
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Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The motivation to work. New York: Wiley.
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Jayawardana, A., & O'Donnell, M. (2009). Devolution, job enrichment and workplace performance in Sri Lanka. Economic and Labour Relations, 19 (2), 107-122.
Jenaibi, Al. B. (2010). Job satisfaction: comparisons among diverse public organizations in the UAE. Management Science and Engineering, 4 (3), 60-79.
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Mohr, R. D., & Zoghi, C. (2006). Is job enrichment really enriching? Available at http://www.bls.gov/osmr/pdf/ec060010.pdf, accessed on 28th February 2011.
Raza, M. A., & Nawaz, M. M. (2011). Impact of job enrichment on employees' job satisfaction, motivation and organizational commitment: Evidence from public sector of Pakistan. European journal of Social Sciences, 23 (2), 220-226.
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K. R. Pillai
Principal MSN Institute of Management and Technology, Kollam, Kerala.
* A. Masood * S. S. Amoodi * K. Husain * R. Koshy
* Alumni, Birla Institute of Kingdom of Bahrain.
Table I
Basic Demography of the
Respondents (%) N=146
SI.No. Variables Percentage
I Gender
Male 60
Female 40
II Age in (years)
20-30 43
30-40 27
40-50 21
50 & above 09
III Nationality
Indian 62
Pakistani 12
Bangladeshi 05
Philippines 12
Others 09
IV Country of Residence
Bahrain 65
Saudi Arabia 30
UAE 05
V Education Status
High School 00
Higher Secondary 02
Graduate 41
Post Graduate 55
Others 02
V1. Abroad Status(Years)
Less than 3 08
3-6 12
6-9 14
More than 9 66
Source: Primary Survey
Table II
Perception towards the
level of Job Enrichment
(N =146)
SI. No. Dimensions of job enrichment Percent
1 To the fullest extent 28
2 To some extent 52
3 Not at all 04
4 Not sure 16
Total 100
Source: Estimated from primary survey
Table III
KMO - Bartlett's Test
Kaiser-Meyer-Olkin Measure of .885
Sampling Adequacy.
Approx.
Chi-Square 2654.714
Bartlett's Test
of Sphericity df 351
Sig. .000
Source: Primary Survey
Table IV
Rotated Component Matrix
Component
1 2 3
Specific Training 0.79
Team Spirit 0.77
Job related training 0.75
General Training 0.73
Morale of people 0.62
Companies policies 0.62
Quality of supervision 0.46
Interesting work 0.79
Employee feedback 0.75
Delegation of authority 0.63
Employee empowerment 0.60
Internal recognition 0.55
Flexible work arrangements 0.51
Interpersonal relationships 0.49
Diagnosing and changing jobs 0.79
Job rotation 0.71
Salary 0.64
Promotions 0.59
Responsibility for tasks 0.50
Freedom of expression
Participation in decision making
Feelings of personal achievement
Use of valued skills
Feeling of doing a significant task
Feeling of doing a complete work
Determine own work
Working conditions
% of variance explained 39.217 9.680 6.914
Cumulative % of variance 39.217 48.897 55.810
Eigen values 10.588 2.614 1.867
Component
4 5 6
Specific Training
Team Spirit
Job related training
General Training
Morale of people
Companies policies
Quality of supervision
Interesting work
Employee feedback
Delegation of authority
Employee empowerment
Internal recognition
Flexible work arrangements
Interpersonal relationships
Diagnosing and changing jobs
Job rotation
Salary
Promotions
Responsibility for tasks
Freedom of expression 0.79
Participation in decision making 0.74
Feelings of personal achievement 0.72
Use of valued skills 0.82
Feeling of doing a significant task 0.72
Feeling of doing a complete work 0.71
Determine own work 0.70
Working conditions 0.82
% of variance explained 5.568 5.295 3.822
Cumulative % of variance 61.378 66.673 70.495
Eigen values 1.503 1.430 1.032
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization
a. Rotation converged in 9 iterations.
Table V
Factor Names
Factor Name Variables Included
Policy Matters * Specific training
* Team spirit
* Job related training
* General training
* General morale of the people
* Company policies
* Quality of supervision
Work-facilitation * Interesting Work
* Employee feedback
* Delegation of authority
* Employee empowerment
* Internal recognition
* Flexible work arrangements
* Interpersonal relationships
Task-related * Diagnosing and changing jobs
* Job rotation
* Salary
* Promotions
* Responsibility for tasks
Contentment * Freedom of expression
* Participation in decision making
* Feelings of personal achievement
Meaningfulness * Use of valued skills
* Feeling of doing a significant task
* Feeling of doing a complete work
* Determine one's own work methods and procedures
Work environment * Working conditions
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| Author: | Pillai, K.R.; Masood, A.; Amoodi, S.S.; Husain, K.; Koshy, R. |
|---|---|
| Publication: | Abhigyan |
| Article Type: | Report |
| Geographic Code: | 7UNIT |
| Date: | Oct 1, 2012 |
| Words: | 5245 |
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