300 words reply about the text in the instructions

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  • You must use at least 1 peer-reviewed
    reference published within the past 4 years (and not used in the
    original posting) in your response.
  • Do not simply revisit
    what was discussed in the thread, but add information from the unique
    article you researched on the concept and compare the findings.Did the
    findings of the article you found and the articles used in the original
    thread agree, disagree, address different aspects of the concept?
  • Use APA format and write in 3rd person.


Job Enlargement


Job enlargement is defined as giving people additional tasks at the same time to alleviate boredom.


article, “Managing Job Design: The Roles of Job Rotation, Job
Enlargement, and Job Enrichment on Job Satisfaction,” was composed by
Nurul Alias, Rozana Othman, Latifah Hamid, and other respected business
and economic professionals. The authors address how job design, the
combination of job enrichment, job rotation, and job enlargement, have
an effect on job satisfaction. The authors designed a survey in which
they received 100% participation to distinguish the correlation between
job design and job satisfaction (Alias, Othman, Hamid, et al., 2018).
The authors were able to conclude that job rotation contributed to the
most job satisfaction whereas job enlargement actually contributed to
the least amount of job satisfaction because it involved adding more
work- related tasks to employees’ already heavy loads (Alias, Othman,
Hamid, et al., 2018). Despite the variance in attribution to job
satisfaction, all three job designs showed to have a positive
correlation with job satisfaction, indicating the importance of job
design when trying to promote job satisfaction.


Job enlargement can contribute to greater job satisfaction, and it is a
good way of alleviating boredom, according to Bateman (Bateman, 2020, p
271). In the study previously discussed above, the researchers handed
out surveys to both those who worked in main headquarter offices, and
those who worked in a Water Treatment Plant and Pump House (Alias,
Othman, Hamid, et al., 2018). Because job enlargement is often used to
end boredom for employees and give them more work-related tasks to
complete, it is understandable to see why job enlargement would not be
as effective for those who complete more physically demanding tasks such
as those of the Water Treatment Plant and Pump House. According to
Bateman, “at a financial services firm, enlarged jobs led to higher job
satisfaction, better error detection by clerks, and improved customer
service” (Bateman, 2020, p 271). It is reasonable to conclude that job
enlargement is more effective when applied to more white-collard type
jobs as opposed to physically demanding blue-collard jobs. Overall, job
enlargement is a good tool to use in order to give employees more
meaning to their jobs, add more challenging work, and to create
diversity among the work employees complete (Alias, Othman, Hamid, et
al., 2018). As a result, employees often experience more job
satisfaction and motivation towards their work (Alias, Othman, Hamid, et
al., 2018).

Job enlargement is believed to have a positive correlation with job
crafting. Job crafting stems from the needs of people to have control,
obtain a positive self-image, and make human connections (Berdicchia,
Nicolli, & Masino, 2016). These can be achieved through “changing
task boundaries, changing relational boundaries, and changing cognitive
task boundaries” (Berdicchia, Nicolli, & Masino, 2016). Ultimately,
the goal is to increase job satisfaction. Job enlargement plays a key
role in each of these changes because creating more work-related tasks
for employees allows them to stretch themselves through tasks,
relationships, and cognitive challenges. Job enlargement can increase
meaningfulness of work as well as produce feelings of vigor and
dedication towards a job (Berdicchia, Nicolli, & Masino, 2016). Job
enlargement can potentially stimulate creativity, flexible role
orientation, and proactivity (Berdicchia, Nicolli, & Masino, 2016).
One particular thing that can be detrimental to job enlargement is
perceived self-competence. Because job enlargement is used to create
more value in work by distributing more tasks that align with
organizational goals, it may be difficult for those with lower
self-competence to ask for help out of fear of being scrutinized by
others (Berdicchia, Nicolli, & Masino, 2016). On the opposite
spectrum, those with higher self-competence may struggle with asking for
help out of fear of not wanting to appear incompetent (Berdicchia,
Nicolli, & Masino, 2016). As a result, when paired with perceived
self-competence, job enlargement could potentially cause some employees
to be afraid to ask for help in their newly assigned tasks.

Biblical Integration

Jesus created job enlargement for his disciples. The disciples were not
just called to follow him, but upon his ascent back into Heaven, his
disciples were called to go out into the world and make disciples of all
nations (Matthew 28:19, NIV). Even in the great commission Jesus
creates job enlargement. Not only are disciples supposed to make more
disciples, but they are instructed to baptize and teach others how to
obey Jesus’ commands (Matthew 28:20). Jesus does not just want to create
mindless followers, but he wants to give more meaning to the mission of
his disciples by inviting them to partner with him, the Father, and the
Holy Spirit, in changing the world and restoring creation back into a
relationship with God.


Bateman, T. S., Snell, S. A., & Konopaske, R. (2020). M: Management (6th ed.). New York, NY: McGraw-Hill Education.

Berdicchia, D., Nicolli, F., & Masino, G. (2016). Job enlargement, job crafting and the moderating role of self-competence. Journal of Managerial Psychology, 31(2), 318-330. doi:http://dx.doi.org.ezproxy.liberty.edu/10.1108/JMP-…

N. E., Othman, R., Hamid, L. A., Salwey, N. S., Romaiha, N. R., Samad,
K. A., & Masdek, N. R. N. M. (2018). Managing job design: The roles
of job rotation, job enlargement and job enrichment on job satisfaction. Journal of Economic & Management Perspectives, 12(1),
397-401. Retrieved from

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