Main Project

Introduction
JOB ENRICHMENT :
Job Enlargement like job simplification and Job Rotation is also an incentive for
Job satisfaction which has been adopted also as a means for motivating people in
an organisation. As against Enrichment, Job Enlargement involves performing a
variety of jobs or operations at the same time., it involves horizontal job loading as
compared to a vertical one. Argyris feels that job enlargement avoids monotony
which is a result of high degree of specialisation and division of labour. A person
performs a variety of jobs, as such it removes the dullness associated with the jobs,
thus he remains interested in this variety, however Herzberg feels that merely by
giving an individual a variety of jobs is not enough because the job inherently
remains the same, as such its not motivating, therefore there should be an
upgradation of authority and responsibility.
Job Enrichment has been derived from Herzberg two factor theory of motivation, in
which he suggests that job content is one of the basic factors of motivation. If the
job becomes challenging to the job performer, it provides him with the
opportunities, recognition, responsibility, advancement, achievement recognition,
and growth.
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Job Enrichment differs from Job Enlargement in terms of focus of depth in, and the
number of tasks in a job, though sometimes, job enrichment may also contain job
enlargement. The differences between the two are as follows:
 Nature of the Job: This is the main difference. Job Enlargement involves the
horizontal loading whereas the Job Enrichment involves the vertical loading
of a job, that is, the addition of tasks is of the same nature, whereas
enrichment improves the quality and the intrinsic job of the job holder.
 Objective : Job Enlargement tries to reduce the monotony, by performing

repetitive jobs by lengthening the cycle of operations. Job Enrichment
emphasizes on making the job more lively and challenging, thus satisfying
the needs of the job holder, especially the high order needs which he seeks
from his job.
 Skill Requirement : Job Enlargement may not necessarily require the job
holder to acquire new skills as the job is the same even before the
enlargement. However Job Enrichment calls for development and utilisation
of higher and better skills, because the job has become more challenging,
which requires more initiative and innovation on the part of the job holder.
 Direction of Control : Job Enlargement needs more supervision and Control

on the other hand requires lesser control because the job holder itself learns to
control himself with greater responsibility. Occasional supervising and
feedback is sometimes required.
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Thus it is concluded that both Job Enlargement and Job Enrichment are important,
because with the job holder getting more and more of the same job, he also needs to
keep himself abreast with the latest skills and knowledge required of him to take on
higher and more challenging responsibilities.
The concept of job enlargement was developed as a result of the investigations

targeted on the improvement of group efficiency and motivation in the early 1960s.
The major reason for the investigation was the need for companies to improve the
productivity of their employees and to create the level of job satisfaction among
employees. The basic concept had to do with the fact that people who deal with
boring and simple kinds of job are not motivated enough to perform their jobs well.
The decision therefore was to increase the amount of operations the person
performed in order to make the job more attractive to the employee.
The concept proved to be unsuccessful because it tried to simply replace a short

boring job with a long boring job without trying to change the content of the job.
The further development of this concept led to the second theory of job enrichment,
which turned out to be quite successful and has been accepted by many
organizations as the correct approach to increasing group productivity. This concept
fits very well with the usual project environment and is therefore regarded by
project managers as a useful approach to project team development.
JOB ENRICHMENT BASED ON SCIENTIFIC STUDY:
The job enrichment concept was developed based on the experiment carried out by
the Swedish Volvo company in the 1960s. The management of Volvo decided to try
discontinuing one of its assembly lines and instead putting all the people with
needed skills in one room with all the tools and equipment needed to carry out the
operations. The cost for the process and the length of the process as the result of this
organizational change increased; however, the overall life cycle cost of the product,
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including all the needed repair work, guarantee work, clients’ dissatisfaction
factors, etc., decreased significantly.
Based on the results of the experiment, it was decided that the increased
opportunities for creative work increased the level of responsibility and ownership.
The ability to see the final product made the members of the group more motivated
and therefore increased their ability to perform good results and check for quality. It
was decided that, in order to increase people’s productivity, it is critical to give
them more opportunities for independent and creative work.
This approach is strongly reflected in modern project management methodology,

where the systems of delegation and increased involvement of the team members in
all phases of the project are considered to be critical for project success. It is also
largely used in other modern management methodologies, such as total quality
management. The basic idea is to decrease the cost for quality by decreasing the
inspection time and increasing the self-sufficiency of the producers of the products.
About the project:
The current research project is based on JOB ENRICHMENT. The new changes both in
science and technology and business environment have brought a change in functional
approach of an industrial
organization. The human resource executive plays a significant role to set and achieve the
objectives
as the functional horizon is extended from legalistic mundane approach to human relation.
Employees are not perceived as human resource, as some human resource experts have termed
the human resource as “knowledge capital” of the organization.
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It is, therefore, imperative for human resource executive to adopt a rationale approach to muster
and accumulate the so-called knowledge capital. This places an immense responsibility on HR
executive, as there no direct scale to measure human HR activities vis-à-vis the output.
Definition:
Job Enrichment is the addition to a job of tasks that increase the amount of employee control or
responsibility. It is a vertical expansion of the job as opposed to the horizontal expansion of a
job, which is called job enlargement.
Most of us want interesting, challenging jobs where we feel that we can make a real difference
to other people’s lives. As it is for us, so it is for the people who work with or for us. So why
are so many jobs so boring and monotonous? And what can you do to make the jobs you offer
more satisfying? (By reducing recruitment costs, increasing retention of experienced staff and
motivating them to perform at a high level; you can have a real impact on the bottom line.)
One of the key factors in good job design is job enrichment. This is the practice of enhancing
individual jobs to make the responsibilities more rewarding and inspiring for the people who do
them.
With job enrichment, you expand the task set that someone performs. You provide more
stimulating and interesting work that adds variety and challenge to an employee’s daily routine.
This increases the depth of the job and allows people to have more control over their work. The
central focus of job enrichment is giving people more control over their work (lack of control is
a key cause of stress, and therefore of unhappiness.) Where possible, allow them to take on
tasks that are typically done by supervisors. This means that they have more influence over
planning, executing, and evaluating the jobs they do. In enriched jobs, people complete
activities with increased freedom, independence, and responsibility. They also receive plenty of
feedback, so that they can assess and correct their own performance.
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Here are some strategies you can use to enrich jobs in your workplace:
• Rotate Jobs – Give people the opportunity to use a variety of skills, and
perform different kinds of work. The most common way to do this is through job
rotation. Move your workers through a variety of jobs that allow them to see
different parts of the organization learn different skills and acquire different
experiences. This can be very motivating, especially for people in jobs that are
very repetitive or that focus on only one or two skills.
• Combine Tasks – Combine work activities to provide a more challenging

and complex work assignment. This can significantly increase “task identity”
because people see a job through from start to finish. This allows workers to use
a wide variety of skills, which can make the work seem more meaningful and
important. For example, you can convert an assembly line process, in which
each person does one task, into a process in which one person assembles a whole
unit. You can apply this model wherever you have people or groups that
typically perform only one part of an overall process. Consider expanding their
roles to give them responsibility for the entire process, or for a bigger part of that
process.
• Identify Project-Focused Work Units – Break your typical functional lines

and form project-focused units. For example, rather than having all of your
marketing people in one department, with supervisors directing who works on
which project, you could split the department into specialized project units –
specific storyboard creators, copywriters, and designers could all work together
for one client or one campaign. Allowing employees to build client relationships
is an excellent way to increase autonomy, task identity, and feedback.
• Create Autonomous Work Teams – This is job enrichment at the group

level. Set a goal for a team, and make team members free to determine work
assignments, schedules, rest breaks, evaluation parameters, and the like. You
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may even give them influence over choosing their own team members. With this
method, you’ll significantly cut back on supervisory positions, and people will
gain leadership and management skills.
• Implement Participative Management – Allow team members to

participate in decision making and get involved in strategic planning. This is an
excellent way to communicate to members of your team that their input is
important. It can work in any organization – from a very small company, with an
owner/boss who’s used to dictating everything, to a large company with a huge
hierarchy. When people realize that what they say is valued and makes a
difference, they’ll likely be motivated.
• Redistribute Power and Authority – Redistribute control and grant more

authority to workers for making job-related decisions. As supervisors delegate
more authority and responsibility, team members’ autonomy, accountability, and
task identity will increase.
• Increase Employee-Directed Feedback – Make sure that people know how

well, or poorly, they’re performing their jobs. The more control you can give
them for evaluating and monitoring their own performance, the more enriched
their jobs will be. Rather than have your quality control department go around
and point out mistakes, consider giving each team responsibility for their own
quality control. Workers will receive immediate feedback, and they’ll learn to
solve problems, take initiative, and make decisions.
Job enrichment provides many opportunities for people’s development. You’ll give
them lots of opportunity for their task to participate in how their work gets done,
and they’ll most-likely enjoy an increased sense of personal responsibility. Job
enrichment is connected to the concept of job enlargement.
Job enrichment is the process of "improving work processes and environments so

they are more satisfying for employees".
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Many jobs are monotonous and unrewarding - particularly in the primary and
secondary production industries. Workers can feel dissatisfied in their position due
to a lack of a challenge, repetitive procedures, or an over-controlled authority
structure.
Job enrichment tries to eliminate these problems, and bring better performance to
the workplace.
There are three key parts to the process of job enrichment
1. Turn employees' effort into performance:
• Ensuring that objectives are well-defined and understood by everyone. The

overall corporate mission statement should be communicated to all. Individual's
goals should also be clear. Each employee should know exactly how she fits into
the overall process and be aware of how important her contributions are to the
organization and its customers.
• Providing adequate resources for each employee to perform well. This
includes support functions like information technology, communication
technology, and personnel training and development.
• Creating a supportive corporate culture. This includes peer support networks,
supportive management, and removing elements that foster mistrust and
politicking.
• Free flow of information. Eliminate secrecy.
• Provide enough freedom to facilitate job excellence. Encourage and reward
employee initiative. Flextime or compressed hours could be offered.
• Provide adequate recognition, appreciation, and other motivators.
• Provide skill improvement opportunities. This could include paid education
at universities or on the job training.
• Provide job variety. This can be done by job sharing or job rotation
programmes.
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• It may be necessary to re-engineer the job process. This could involve
redesigning the physical facility, redesign processes, change technologies,
simplification of procedures, elimination of repetitiveness, redesigning authority
structures.
2. Link employee’s performance directly to reward:
• Clear definition of the reward is a must

• Explanation of the link between performance and reward is important
• Make sure the employee gets the right reward if performs well
• If reward is not given, explanation is needed
3. Make sure the employee wants the reward. How to find out?
• Ask them
• Use surveys( checklist, listing, questionnaire)
Job enrichment is a type of job redesign intended to reverse the effects of tasks that
are repetitive requiring little autonomy. Some of these effects are boredom, lack of
flexibility, and employee dissatisfaction (Leach & Wall, 2004). The underlying
principle is to expand the scope of the job with a greater variety of tasks, vertical in
nature, that require self-sufficiency. Since the goal is to give the individual exposure
to tasks normally reserved for differently focused or higher positions, merely adding
more of the same responsibilities related to an employee's current position are not
considered job enrichment.
The basis for job enrichment practices is the work done by Frederick Herzberg in
the 1950's and 60's, which was further refined in 1975 by Hackman and Oldham
using what they called the Job Characteristics Model. This model assumes that if
five core job characteristics are present, three psychological states critical to
motivation are produced, resulting in positive outcomes (Kotila, 2001). Figure 1
illustrates this model.
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Job enrichment can only be truly successful if planning includes support for all
phases of the initiative. Ohio State University Extension began a job enrichment
program in 1992 and surveyed the participants five years later. The results, broken
down into 3 sub-buckets of data beyond the main grouping of
advantages/disadvantages as shown in Table 1, indicate the University had not fully
considered the planning and administrative aspects of the program (Fourman and
Jones, 1997). While the benefits are seemingly obvious, programs fail not because
of a lack of benefits, but rather due to implementation problems. These problems
can include a perception of too great a cost, lack of long-term commitment of
resources, and potential job classification changes (Cunningham and Eberle, 1990).
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In order for a job enrichment program to produce positive results, worker needs and
organizational needs must be analyzed and acted upon. According to Cunningham
and Eberle (1990), before an enrichment program is begun, the following questions
should be asked:
1. Do employees need jobs that involve responsibility, variety, feedback,

challenge, accountability, significance, and opportunities to learn?
2. What techniques can be implemented without changing the job classification
plan?
3. What techniques would require changes in the job classification plan? (p.3)
When asked about the successes of a Training Generalist job enrichment program
begun in 2002, Karen Keenan, Learning Manager with Bank of America, stated the
accomplishments were, "greater than expected". The Training Generalist program
has resulted in three successful participants to date. According to Ms. Keenan,
positive results can be directly tied to a program that addressed the strategic goal of
greater resource flexibility without adding to staff, as well as to proper planning,
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guidance, and feedback for the participants. Having a voluntary program
contributed as well, attracting a high caliber of individuals eager to expand their
skills and be positioned for advancement. To date, all three Training Generalists
have experienced promotions and additional recognition while affording Ms.
Keenan's team financial results and workload flexibility it could not have otherwise
achieved.
A job enrichment program can be a very effective intervention in some situations

where a Performance Technician is faced with a request for motivational training.
Ralph Brown (2004) summed it up very nicely:
Job enrichment doesn't work for everyone. Some people are very resistant to more
responsibility or to opportunities for personal growth, but…researchers report that
some people they expected to resist, seized the opportunity. Enriching jobs is a
particularly effective way to develop employees provided the jobs are truly
enriched, not just more work for them to do.
EVOLUTION OF MOTIVATION THEORIES
Mainstream theories about employee motivation have varied greatly over the past
century. Early conceptions, sometimes termed "traditional" management theory,
assumed that work was an intrinsically undesirable pursuit and that workers
naturally sought to do as little as possible. This translated into a sort of carrot-and-
stick managerial policy whereby companies tried to maximize motivation by
providing adequate compensation as an incentive but also by guarding against any
sign of wayward behavior through authoritarian control regimes.
A backlash in the 1940s and 1950s against such policies, which did not always
prove particularly successful, emphasized building a conducive social environment
in which workers felt valued and respected. This model still maintained
management's authority over all critical matters, but attempted to make the
workplace more palatable by humanizing it.
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Current notions of employee motivation started to take root in the 1960s.
Elaborating on the importance of human factors, contemporary theories envision
workers as large and often untapped reserves of skills, ideas, and other potential
benefits to an organization. The motivation process, according to this view, involves
tailoring the work environment and incentive structure to harness as much of this
potential as possible. This approach emphasizes granting employees greater
flexibility, power, responsibility, and autonomy so that, to some extent, they may
shape their own work environments as they see fit, while remaining accountable for
both favorable and unfavorable outcomes of their actions.
THEORIES APPLIED
Some attempts to bolster employee motivation still consider only extrinsic rewards.
Endless mixes of employee benefits such as health care and life insurance, profit
sharing, employee stock ownership plans (ESOPs), exercise facilities, subsidized
meal plans, child care availability, company cars, and more have been used by
companies in their efforts to maintain happy employees. Although some experts
argue that many of these efforts, if only directed at motivating employees, are just a
waste of company money, it is clear that for certain individuals in certain scenarios,
monetary incentives can stimulate better job performance—at least for a while.
The debate, rather, has been over whether such material factors have more than a
superficial impact on motivation. Many modern theorists propose that the
motivation an employee feels toward his or her job has less to do with material
rewards such as those described above, than with the design of the job itself. Studies
as far back as 1924 show that simplified, repetitive jobs, for instance, fostered
boredom and the taking of frequent, unauthorized breaks by those who performed
them. In 1950 a series of attitude surveys found that highly segmented and
simplified jobs resulted in lower employee morale and output. Other consequences
of low employee motivation include absenteeism and high employee turnover, both
very costly for businesses. "Job enlargement" initiatives began to crop up in major
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companies in the 1950s, with one champion of the cause being IBM founder
Thomas Watson, Sr. On the academic front, Turner and Lawrence proposed task
attributes that characterize jobs that motivate.
Turner and Lawrence suggest that there are three basic characteristics of a
"motivating" job:
1. It must allow a worker to feel personally responsible for a meaningful

portion of the work accomplished. An employee must feel ownership of and
connection to the work he or she performs. Even in team situations, a
successful effort will foster an individual's awareness that his or her
contributions were important in accomplishing the group's tasks.
2. It must provide outcomes which have intrinsic meaning to the individual.
Effective work that does not lead a worker to feel that his or her efforts
matter will not be maintained. The outcome of an employee's work must have
value to him or hers and to others in the organization.
3. It must provide the employee feedback about his or her accomplishments. A
constructive, believable critique of the work performed is crucial to a
worker's continuance or improvement of that which has already been
performed.
In 1971 Hackman and Lawler tested these ideas. Using a telephone company as a
test site, they surveyed 200 employees to determine relationships between employee
attitudes and behavior and the characteristics of the employee's job. The study also
assessed whether an employee's reaction to his or her work was dependent upon
particular kinds of satisfactions valued by the employee. Positive correlations were
found to exist between the quality of an employee's job, with quality jobs meeting
the three criteria above, and positive employee attitudes and behavior. Further,
"doing well" at a job was interpreted by the employee as having put in a high
quality performance, rather than a high quantity performance. Employees felt
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positively when they had accomplished something they felt was meaningful, and
strove to do so if given an encouraging opportunity.
MOTIVATION TOOLS
The methods of motivating employees today are as numerous and different as the
companies operating in the global business environment. What is the nature of the
company and its industry? Is it small or big? What kind of culture is fostered? Is it
conservative or innovative? What is important to the employees? What steps have
been taken to find out?
The best employee motivation efforts focus on what employees deem to be

important. It may be that employees within the same department of the same
organization will have different motivators. Many organizations today find that
flexibility in job design and reward has resulted in employees' increased longevity
with the company, increased productivity, and better morale. Although this
"cafeteria-plan" approach to the work-reward continuum presents variety, some
strategies are prevalent across all organizations that strive to improve employee
motivation.
EMPOWERMENT
Giving employees more responsibility and decision-making authority increases their

control over the tasks for which they are held responsible and better equips them to
carry out those tasks. Trapped feelings arising from being held accountable for
something one does not have the resources to carry out are diminished. Energy is
diverted from self-preservation to improved task accomplishment. Empowerment
brings the job enlargement of the 1950s and the job enrichment that began in the
1960s to a higher level by giving the employees some of the power to expand their
own jobs and create new, personally identified challenges.
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CREATIVITY AND INNOVATION
At many companies, employees with creative ideas do not express them to

management for fear of jeopardizing their jobs. Company approval and toeing the
company line have become so ingrained in some working environments that both
the employee and the organization suffer. When the power to create in the
organization is pushed down from the upper echelon to line personnel, employees
are empowered and those who know a job, product, or service best are given the
opportunity to use their ideas to improve it. The power to create motivates
employees and benefits the organization in having a more flexible workforce, using
more wisely the experience of its employees and increasing the exchange of ideas
and information among employees and departments. These improvements also
create an openness to change that can give a company the ability to respond quickly
to market changes and sustain a first mover advantage in the marketplace.
Minnesota Mining and Manufacturing Co., better known as 3M, has fostered
company -wide creativity for decades. Its relentless support of new ideas has paid
off in profitability and loyal employees who are so motivated that they have the
most nimble and successful new product development system in the industry. MCI
(now part of MCI WorldCom), too, encourages employees to develop new ideas
and take chances with them. A top manager there stated, "We don't shoot people
who make mistakes around here, we shoot people who don't take risks."
LEARNING
If employees are given the tools and the opportunities to accomplish more, most
will take on the challenge. Companies can motivate employees to achieve more by
committing to perpetual enhancement of employee skills. Accreditation and
licensing programs for employees are an increasingly popular and effective way to
bring about growth in employee knowledge and motivation. Often, these programs
improve employees' attitudes toward the client and the company, while bolstering
self-confidence. Supporting this assertion, an analysis of factors which influence
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motivation to learn found that it is directly related to the extent to which training
participants believe that such participation will affect their job or career utility. In
other words, if the body of knowledge gained can be applied to the work to be
accomplished, then the acquisition of that knowledge will be a worthwhile event for
the employee and employer.
QUALITY OF LIFE
The number of hours worked each week by American workers is on the rise again
and many families have two adults working those increased hours. Under these
circumstances, many workers are left wondering how to meet the demands of their
lives beyond the workplace. Often, this concern occurs while at work and may
reduce an employee's productivity and morale. Companies that have instituted
flexible employee arrangements have gained motivated employees whose
productivity has increased. Programs incorporating flextime, condensed
workweeks, or job sharing, for example, have been successful in focusing
overwhelmed employees toward the work to be done and away from the demands
of their private lives.
MONETARY INCENTIVE
For all the championing of alternative motivators, money still occupies a rightful
place in the mix of motivators. The sharing of a company's profits gives incentive to
employees to produce a quality product, perform a quality service, or improve the
quality of a process within the company. What benefits the company directly
benefits the employee. Monetary and other rewards are being given to employees
for generating cost savings or process-improving ideas, to boost productivity and
reduce absenteeism. Money is effective when it is directly tied to an employee's
ideas or accomplishments. Nevertheless, if not coupled with other, non monetary
motivators, its motivating effects are short-lived. Further, monetary incentives can
prove counterproductive if not made available to all members of the organization.
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OTHER INCENTIVES
Study after study has found that the most effective motivators of workers are non
monetary. Monetary systems are insufficient, in part because expectations often
exceed results and because disparity between salaried individuals may divide rather
than unite employees. Proven non monetary motivators foster team spirit and
include recognition, responsibility, and advancement. Managers, who recognize the
"small wins" of employees, promote participatory environments, and treat
employees with fairness and respect will find their employees to be more highly
motivated. One company's managers brainstormed to come up with 30 powerful
rewards that cost little or nothing to implement. The most effective rewards, such as
letters of commendation and time off from work, enhanced personal fulfillment and
self-respect. Over the longer term, sincere praise and personal gestures are far more
effective and more economical than awards of money alone. In the end, a program
that combines monetary reward systems and satisfies intrinsic, self-actualizing
needs may be the most potent employee motivator.
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Company profile of Cisco Systems
Quick Facts
Founded in 1984
NASDAQ: CSCO
Q2 FY10 Revenue: $9.8 B
Q2 FY10 Employee Count: 65,874
Cisco Systems, Inc. (NASDAQ: CSCO, SEHK: 4333) is a multinational

corporation with more than 66,000 employees and annual revenue of
US$39 billion as of 2008. Headquartered in San Jose, California, it designs
and sells networking and communications technology and services under
five brands, namely Cisco, Linksys, WebEx, IronPort, and Scientific
Atlanta.
Cisco overview
At Cisco (NASDAQ: CSCO) customers come first and an integral part of our DNA
is creating long-lasting customer partnerships and working with them to identify
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their needs and provide solutions that support their success. The concept of
solutions being driven to address specific customer challenges has been with Cisco
since its inception. Husband and wife Len Bosack and Sandy Lerner, both working
for Stanford University, wanted to email each other from their respective offices
located in different buildings but were unable to due to technological shortcomings.
A technology had to be invented to deal with disparate local area protocols; and as a
result of solving their challenge - the multi-protocol router was born. Since then
Cisco has shaped the future of the Internet by creating unprecedented value and
opportunity for our customers, employees, investors and ecosystem partners and has
become the worldwide leader in networking - transforming how people connect,
communicate and collaborate. Cisco Systems develops and sells networking and
systems communications technology products and services. Based in San Jose,
California, Cisco Systems has 3 main brands that they promote: Cisco, Linksys and
Scientific Atlanta. While they originally specialized in the enterprise (business)
market, Cisco has branched into the home networking market as well.
Corporate history:
One of the many buildings on the Cisco Systems campus in San Jose
Len Bosack and Sandy Lerner, a married couple that worked in computer
operations staff at Stanford University, later joined by Richard Troiano, founded
cisco Systems in 1984. The name "Cisco" was derived from the city name, San
Francisco, which is why the company insisted using the lower case 'cisco' in the
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early days. Bosack adapted multiple-protocol router software originally written by
William Yeager, another staff employee who had begun the work years before
Bosack arrived from the University of Pennsylvania, where Bosack had received his
bachelor's degree.
While Cisco was not the first company to develop and sell a router,[2] it was one of
the first to sell commercially successful routers supporting multiple network
protocols.[3] As the Internet Protocol (IP) has become a standard, the importance of
multi-protocol routing as a function has declined. Today, Cisco's largest routers are
marketed to route primarily IP packets and MPLS frames.
In 1990, the company went public and was listed on the Nasdaq stock exchange.
Lerner was fired and because of that, Bosack quit but not before receiving $200
million. Most of those profits were given to charities and the two later divorced.
Cisco acquired a variety of companies to bring in talent and innovation into the
company. Several acquisitions, e.g. Stratacom, were the biggest deals at the time
when it happened. During the Internet boom in 1999, the company acquired Cerent
Corp., a start-up company located in Petaluma, California, for about US$7 billion. It
was the most expensive acquisition made by Cisco at that time. Since then, only
Cisco's acquisition of Scientific-Atlanta has been bigger. Although not every
acquisition is equally successful, Cisco has been on the successful side integrating
its acquisitions compared to its competitors. Several acquired companies has grown
into the backbone business units for Cisco in the LAN switching, VOIP, and home
networking area.
In late March 2000, at the height of the dot-com boom, Cisco was the most valuable
company in the world, with a market capitalization of more than US$500 billion.[4][5]
In 2007, with a market cap of about US$180 billion, it is still one of the most
valuable companies.[6] CSCO was voted stock of the decade on NASDAQ. The
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company's 7500 Series router was voted 3rd in the product of the decade 1990-2000
behind the Mosaic web browser and the Novell LAN manager.
Cisco has made inroads into many network equipment markets outside routing,
including Ethernet switching, remote access, branch office routers, ATM
networking, security, IP telephony, and others. In 2003, Cisco acquired Linksys, a
popular manufacturer of computer networking hardware and positioned it as a
leading brand for the home and end user networking market (SOHO).
The company's first two CEOs are John Morgridge and John Chambers[7] (active).
The company was a 2002-03 recipient of the Ron Brown Award.
Market Transitions
Cisco has a proven track record of successfully capturing market transitions.

Beginning in 1997 with the reality that Voice and Video would all be one, moving
to the Networks of Networks in 2000 and the Network becoming the platform for
all related technologies and the core of customer solutions, and the most recent
market transition of Collaboration and Web 2.0 technologies. We owe much of this
to our customers - as listening to their needs, ideas, challenges, etc. help define the
future and what is needed for their success. Customers guide our strategy and we
stay ahead of market shifts so that we are ready to help our customers evolve, as
their industry and needs evolve.
Corporate affairs
The company has its corporate headquarters in San Jose, California, with many
buildings in the area near North First Street and Tasman. Cisco also has outposts in
many other countries such as Algeria, Argentina, Australia, Austria, Belgium,
Belize, Bolivia, Bosnia and Herzegovina, Brazil, Bulgaria, Canada, Chile, China,
Colombia, Costa Rica, Croatia, Czech Republic, Denmark, Ecuador, Egypt, El
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Salvador, Estonia, Finland, France, Germany, Greece, Guatemala, Honduras, Hong
Kong, Hungary, India, Indonesia, Ireland, Israel, Italy, Japan, Kenya, Kuwait,
Kosovo, Latvia, Lithuania, Luxembourg, Macedonia, Malaysia, Mexico, Monaco,
Montenegro, Nepal, Netherlands, New Zealand, Nicaragua, Nigeria, Norway,
Panama, Paraguay, Peru, Philippines, Poland, Portugal, Puerto Rico and The
Caribbean, Qatar, Romania, Russia, Senegal, Serbia, Singapore, Slovakia, Slovenia,
South Korea, South Africa, Spain, Sweden, Switzerland, Taiwan, Thailand, Turkey,
Ukraine, United Arab Emirates, United Kingdom, Uruguay, Venezuela, Vietnam.
Cisco's vision is "Changing the Way We Work, Live, Play and Learn." Cisco's
current tagline is "Welcome to the human network.
Technology / Product offerings
Offerings transitions evolve so do our product offerings - all to best meet customer
needs. Over time, Cisco has evolved from Enterprise and Service Provider
solutions to addressing customer needs in many other segments including
Small, Consumer and Commercial. The network has truly become the platform
for providing one seamless, transparent customer experience. As a result,
Cisco and Cisco technology is changing the way we work, live, play and learn.
We strive to be "Best in the World" and "Best for the World" - offering
solutions that meet customer needs, exceed their expectations and contribute to
the world in a positive way. Connecting and collaborating with others is a key
element of Cisco's culture. Making the world a smaller place through
technology and using it to enhance life experiences. That's the "Human
Network" - a place where everyone is connected.
Partial list of hardware products
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A Cisco ASM/2-32EM router deployed at CERN in 1987.
• Application Network Services

• Broadband Cable products: uBR7100 series, uBR7200 series, uBR10012
CMTSes. A line of Cable modems, the uBR900 series and CVA122 series,
were also made in the late 1990s and early 2000s, but have since been
discontinued.
o Clean Access Server
• Content Networking
• DSL & Long Reach Ethernet
• Interoperability Systems
• Cisco LocalDirector load-balancing appliance
• Optical Networking series: 15xxx Series: 15302, 15305, 15310, 15327,
15454, 15600, 1580x, 15900(wavelength router, but end for sale)
• Micro Webserver
• Routers: AGS, AGS+, MGS, IGS, CGS, SB107, 700, 800, 837, 1000 Series,
1600 Series, 1700, 1800, 2500 Series, 2600 Series, 2800, 3600, 3700, 3800,
4000 Series, 4500, 7000 Series, 7100/7200/7300/7400 Mid Range Customer
Edge/Service Provider Edge family, 7500, 7600, 10000, 12000, and CRS-1
• Security & VPN products: Anomaly Detection and Mitigation Appliances,
Cisco AVS 3110 Application Velocity System, Cisco ASA 5500 Series
Adaptive Security Appliances, Cisco PIX 500 Series Security Appliances,
24 | P a g e
Cisco VPN 3000 Series Concentrators, Cisco Catalyst 6500 Series/7600
Series WebVPN Services Module, IPSec VPN Services Module (VPNSM)
for Cisco Catalyst 6500 Switches and Cisco 7600 Series Routers
• Server Networking & Virtualization
• SPA Phone Adapters
• Storage networking
• Switches
o Catalyst series: 500 and 520 Express, 1900 Series, 2900, 2950, 2960,
3560 and 3560E, 3750 and 3750E, 4500, 6500 Nexus 7000 switch and
5000 switch (from the Nuova Systems Inc. acquisition] etc..
o Metro Ethernet ME 3400 Series Access Switches
o MGX 8800 Series Multiservice Switches: MGX 8830, MGX 8850
o MDS 9000 Series Multilayer SAN Switches
o Nexus 1000V distributed virtual software switch
• Universal Gateways & Access Servers
• Video
• Cisco Telepresence
• Voice & IP Communications: 7900 Series IP Phones: 7936, 7906G, 7912G,
7911G, 7920, 7921G, 7911G, 7921G, 7931G, 7940G, 7941G, 7941G-GE,
7960G, 7961G, 7961G-GE, 7970G, 7971G-GE, 7975G and 7985G
• Wireless: Wireless Integrated Switches and Routers,Wireless IP Telephony,
Wireless LAN Access, Aironet Wireless Bridges and Workgroup Bridges,
Cisco Wireless LAN Client Adapters (PCI and PCMCIA), Wireless LAN
Controllers, Wireless Network Management, Wireless LAN Management,
Wireless Security Servers, Wireless IP Phone 7920
Partial list of software products
• Internet Operating System (IOS)[1], IOS-XR

• Cisco Active Network Abstraction (ANA)
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• Cisco Network Assistant (CNA)
• Cisco Configuration Assistant (CCA)
• Cisco CallManager / Unified Communications Manager (CUCM)
• Cisco Emergency Responder (CER)
• Cisco IP Transfer Point (ITP)
• Cisco Multimedia Conference Manager (MCM)
• Cisco Fabric Manager
• CiscoView
• CiscoWorks Network Management software
• IP SLAs
• Cisco Intelligent Contact Management
• Cisco Secure Access Control Server (ACS)
• Cisco Access Registrar (AR)
• Cisco Security MARS (Monitoring, Analysis and Response System)
• Cisco Clean Access Agent, Cisco Clean Access Manager, Cisco NAC
Appliance
• Content Loadbalancers (acquired from Arrowpoint)
• Content Engine
• Wireless LAN Solution Engine
• Cisco VPN Client
• Packet Tracer, a didactic network simulator
• Cisco IP/TV
• Cisco IP/VC
• Cisco NX-OS
• Cisco Unified Contact Center
• Cisco MeetingPlace
• Cisco Unity
• Cisco Unified Communications Manager
• Cisco Unified Personal Communicator
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• Cisco Unified Presence Server
• Cisco Unified Application Environment
• Cisco IP Communicator
• Cisco Unified Video Advantage
• Cisco Secure Desktop
• Cisco Unified Phone Proxy
• Cisco Unified Operations Manager
• Cisco Voice Portal
• Cisco Security Manager
• WebEx Collaboration Tools
• Cisco Transport Manager
• Cisco Router and Security Device Manager
• Cisco Enhanced Device Interface
• Wireless Control System
• Wide Area Application Services (WAAS)
• BTS 10200 [PacketCable specifications based SoftSwitch with Class 4/5 and
IMS functionalities]
• PGW 2200
• HIS
Cisco Systems VPN Client
The Cisco Systems VPN Client is an executable program that allows Linux, Mac
OS X, Solaris and Windows based computers to connect to a Virtual Private
Network (VPN). The client makes remote resources of another network available in
a secure way as if the user was connected directly to that "private" network. The
software is not free but is often installed on university and business computers in
accordance with a site-license. Cisco has recently released a client called Cisco
AnyConnect VPN. This new client supports 64 bit operating systems.
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VoIP services
Cisco became a major provider of Voice over IP to enterprises, and is now moving
into the home user market through its acquisitions of Scientific Atlanta and Linksys.
Scientific Atlanta provides VoIP equipment to cable service providers such as Time
Warner, Cablevision, Rogers Communications, UPC, and others; Linksys has
partnered with companies such as Skype and Yahoo to integrate consumer VoIP
services with wireless and cordless phones
Research & Development
Cisco is committed to innovation and research and development is a core

component of our corporate culture. Cisco spends nearly $5.2 billion a year in
R&D, making us one of the top R&D spenders in the world. When looking at R&D
as a percentage of revenue Cisco matches or exceeds industry peers and secures our
commitment to innovation.
Cisco Culture
At Cisco we believe community belongs to everyone and connecting and

collaborating with others is a key element of our culture. Making the world a
smaller place through technology and using it to enhance life experiences is
something we take seriously. While market transitions evolve and change over time,
the components of our culture remain consistent. For these are our core values, the
basis of all we do - and the spirit in which we do it - and are embraced with the
intention of customer success and positively contributing to the world and others.
Cisco employees are committed to giving back and volunteerism is a huge part of
our culture. The numbers speak for themselves; since 2001, Cisco employees have
logged more than 980,970 volunteer hours - a number which continues to increase
year over year.
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Corporate Social Responsibility (CSR)
Corporate and social responsibility is a key component to our culture and Cisco's
products promote collaboration and communication of information that is used not
only to power businesses, but to modernize governments, support education, and
foster economic development. Cisco's 2009 Corporate Citizenship Report addresses
stakeholder concerns for our citizenship governance practices and commitment to
our employees, the environment, and society. It reflects our thinking and progress to
date on the issues that affect the sustainability and health of our business and
society, and describes the tangible benefits of our corporate social responsibility
activities.
Environmental Sustainability
Cisco is committed to operating in an environmentally-responsible manner, creating

energy-efficient products, providing solutions to our customers that help them to
meet their environmental goals, and inspiring our employees to get involved and
take action. We believe in the opportunity for the ICT industry to reduce emissions
while disproportionately helping others to reduce theirs. Our vision is, "if it can be
connected to the Internet, it can be green."
Company`s slogan:
Welcome to the Human Network - The Human Network Effect
"Welcome to the Human Network" is synonymous with Cisco as it enables all of us

to be connected. A place where remote villages are included and your PDA is a
stadium seat where home videos are experienced everywhere at once and Web
applications mesh together to create dynamic experiences. On the human network,
29 | P a g e
wonderful things happen everywhere as a result of being connected via the internet.
The Internet is not simply a network of computers; it is a network of people and the
network brings people together by eliminating boundaries and distances while
expanding the reach of our individual efforts and passions. When people connect
and collaborate, ideas and opportunities thrive. The Network, and Cisco, is the
platform of the human network “Welcome to the Human Network”.
Mergers & Acquisition:
A differentiator for Cisco is our internal innovation, acquisition strategy and partner
approach. The ability to innovate has become the harbinger of success and
sustainability for the modern corporation. Of all of the companies on the Fortune
500 in 1965, only 19% remain on this prestigious list today - those who were able to
successfully innovate and reinvent themselves. Cisco's acquisition strategy is best-
in-world and we particularly look for acquisitions that capitalize on market
disruption through new technologies and new business models.
Cisco Channel Strategy
Cisco understands the importance of partnering with best-in-class providers to

ensure customers receive support and solutions of the highest standard. Our
partnerships are based on mutual benefits and long-term commitments. We consider
our partners to be an extension of CiscoCisco enjoys a long history of creating
market growth through investments. Direct investing and investment partnerships
allow Cisco to gain visibility, knowledge and experience in new technologies and
markets. Cisco actively invests in all major technology segments on a global basis.
U.S. and global market investments are also critical to our strategy. As with
acquisitions, all investment targets are thoroughly vetted for both their business and
technology fit.
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History of Cisco Systems:
In a fascinating history, Cisco Systems was founded by a husband and wife team
that worked together in computer operations at Stanford University. The company
was founded in 1984 and went public in 1990. The founding couple walked away
with a lot of cash, and later divorced. During the peak of the dot com boom, Cisco
was the most valuable company in the world (at the time, they were valued at more
than $500 Billion). Cisco is known for utilizing extensive acquisitions to fuel their
growth.
Cisco Systems Company Culture:

While Cisco employees are known to work long hours, they are also very team
oriented and often participate in fun activities designed to build teamwork.
Corporate Citizenship is a very important value at Cisco. The company is listed as
one of the "Hall of Fame" best companies to work for in 2006 by Fortune magazine.
Compensation at Cisco Systems:

Cisco has been known to pay very well, in both base salary terms and in terms of
additional compensation, such as stock purchase programs and bonus programs.
With extensive, comprehensive benefits programs and on-campus activities, Cisco
has a reputation for taking very good care of its employees. Education and training
are also priorities, and the company commits generous resources to this area.
Open Positions at Cisco:

There are several job categories within Cisco. Within the technology functions,
most jobs are in customer support or Engineering. A knowledge of C++ and Unix,
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as well as network routing protocols, are general areas of knowledge needed. There
are also several technical project management and account management positions
available at any given time. Potential employees may apply directly on the Cisco
Careers page. Cisco also has special programs for new graduates.
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Chapter 3
3.1 OBJECTIVES OF THE STUDY
• To understand the JOB ENRICHMENT IMPACT ON EMPLOYEE

MOTIVATION in detail by interacting with the management, supervision and
workers and to see how far the various measures are implemented and bring
out the drawbacks if any and recommended measures for the betterment of the
system.
• To critically evaluate the JOB ENRICHMENT impact on employee motivation
as well as on absenteeism and turnover.
• To study the most extensive changes those are critical for high motivation and
performance.
3.2 Research Methodology
Job Enrichment refers vertical expansion of jobs. It increases the degree to which
the worker controls the planning, execution, and evaluation of work. An enriched
job organizes the tasks so as to allow the worker to do a complete activity, increases
the employee’s freedom and independence, increases job responsibility and
provides feedback.
Employee’s job enrichment could be done in number of ways as follows.
• By job rotation, allows workers to do different varieties of tasks.
• By combining tasks, work activities are combined to give more challenging

work assignments.
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• By implementing participative management, this allows employees to
participate in decision making and strategic planning.
• By providing autonomy for work , this allows employees to work

independently
• By providing feedback for their work, this allows employees to understand

how poor or well they are doing.
• By increasing client relationships, this increases direct relationship between

employee and his clients.
The research methodology adopted in this research consists of the following steps:
Procedure followed: Based on above understanding of job enrichment, we have

identified factors which by which job enrichment could be done .These factors are
as follows.
• Job redesigning
• Autonomy
• Feedback
• Work place challenge
• Customer interaction
• Participate management
• Flexible working hours
• Use of technical skills
• On the job training
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A questionnaire was prepared to see the effect of all of the above factors of
employee motivation, absenteeism and turnover which in turn effects employee
satisfaction.
Independent variables for the study: Job Enrichment ( Job redesigning, Autonomy,
Feedback, work place challenge, customer interaction, participative management,
flexible working hours, use of technical skills, on the job training)
Dependent variables for the study: Motivation, Absenteeism, Turnover, Job

Satisfaction.
3.3 Design of Research
Research design provides the glue that holds the research project together. A design
is used to structure the research, to show how all of the major parts of the research
project -- the samples or groups, measures, treatments or programs, and methods of
assignment -- work together to try to address the central research questions. Here,
after a brief introduction to research design, I'll show you how I classify the major
types of designs.
Our research design is concentrated with the specification of method and
procedures used for conducting study. The research design of our study is both
explanatory as well as descriptive. Our research is exploratory in initial stages to
provide background to the study. Here we explore general subjects to study.
i) Study of available literature.
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ii) Survey of experienced individuals.
iii) Analysis of insight stimulating examples.
Gradually as we proceed we shift to a descriptive research design as we concrete

data from primary sources as well. We choose to make the study descriptive as it is
too made regarding JOB ENRICHMENT IMPACT ON EMPLOYEE
MOTIVATION of the company.
3.4 Sample Size
Where the frame and population are identical, statistical theory yields exact
recommendations on sample size. However, where it is not straightforward to
define a frame representative of the population, it is more important to understand
the cause system of which the populations are outcomes and to ensure that all
sources of variation are embraced in the frame. Large number of observations is of
no value if major sources of variation are neglected in the study. In other words, it is
taking a sample group that matches the survey category and is easy to survey.
The sample size of a statistical sample is the number of observations that constitute
it. It is typically denoted n, a positive integer (natural number). Typically, different
sample sizes lead to different precision of measurement. This can be seen in such
statistical rules as the law of large numbers and the central limit theorem.
Population consists of 3000 employees. Our sample element comprises middle level
management and staff managers.
Name and proper identification of the employees was taken from the attendance
register of the company.
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Our sample unit is Cisco head quarters.
Initial characteristics of the sample size
Sample size taken for study: 30
Age Group: 30-45 yrs
Work Experience: 4-8 years
Average rate of absenteeism: once in 3 months
Job Monotony: average
Job Satisfaction: Satisfied
3.5 Sampling technique
Sampling is that part of statistical practice concerned with the selection of

individual observations intended to yield some knowledge about a population of
concern, especially for the purposes of statistical inference. Each observation
measures one or more properties (weight, location, etc.) of an observable entity
enumerated to distinguish objects or individuals. Survey weights often need to be
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applied to the data to adjust for the sample design. Results from probability theory
and statistical theory are employed to guide practice.
The sampling process comprises several stages:
• Defining the population of concern

• Specifying a sampling frame, a set of items or events possible to measure
• Specifying a sampling method for selecting items or events from the frame
• Determining the sample size
• Implementing the sampling plan
• Sampling and data collecting
• Reviewing the sampling process
The sampling technique will be probabilistic sampling more specifically the random
sampling. As in probabilistic sampling the select unit for observation with known
probabilities so that statistically sound assumptions are supported from the sample
to entire population so that we had positive probability of being selected into the
sample. Since the number of employees at different level management is quite high
so it is not possible to collect data from each individual working in the company.
Here we will use SIMPLE RANDOM SAMPLING method for selecting the
employees. In this method each member of the population has an equal probability
of being the sample.
3.6 Sources of Data

My purpose is to provide information that will assist you in interpreting Statistics
data. The information (also known as metadata) is provided to ensure an
understanding of the basic concepts that define the data including variables and
classifications; the underlying statistical methods and surveys; and key aspects of
the data quality. Direct access to questionnaires is also provided.
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I will used primary source of data that is structured questionnaire will be used. As
our research problem is to study job enrichment impact on employee motivation.
This research data collected from the primary source only. Our method of collecting
the data is from the questionnaire that will be filled by the respondent from the
sample, it will be structured questionnaire. The project report much attention was
paid on the subjective study because the topic deals with psycho-socio behavior of
the workers. The research work was carried out by visiting the various department
of Cisco systems .
3.7 Test Applied
ANOVA: Two-Factor without Replication
In statistics, analysis of variance (ANOVA) is a collection of statistical models,

and their associated procedures, in which the observed variance is partitioned into
components due to different explanatory variables. The initial techniques of the
analysis of variance were developed by the statistician and geneticist R. A. Fisher in
the 1920s and 1930s, and is sometimes known as Fisher's ANOVA or Fisher's
analysis of variance, due to the use of Fisher's F-distribution as part of the test of
statistical significance.
R.A FISHER,” Analysis of variance is the separation of the variance ascrible to

one group of causes from the variance ascrible to other group.
Two-way anova (also known as a factorial anova, with two factors) when you have
one measurement variable and two nominal variables. The nominal variables (often
called "factors" or "main effects") are found in all possible combinations. For
example, let's say you are testing the null hypothesis that stressed and unstressed
rats have the same glycogen content in their gastrocnemius muscle, and you are
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worried that there might be sex-related differences in glycogen content as well. The
two factors are stress level (stressed vs. unstressed) and sex (male vs. female).
Unlike a nested anova, each grouping extends across the other grouping. In a nested
anova, you might have "cage 1" and "cage 2" nested entirely within the stressed
group, while "cage 3" and "cage 4" were nested within the unstressed group. In a
two-way anova, the stressed group contains both male and female rats, and the
unstressed group also contains both male and female rats. The factors used to group
the observations may both be model I, may both be model II, or may be one of each
("mixed model").
A two-way anova may be done with replication (more than one observation for each
combination of the nominal variables) or without replication (only one observation
for each combination of the nominal variables).
Assumptions
Two-way anova, like all anovas, assumes that the observations within each cell are
normally distributed and have equal variances
Two-way anova without replication
Null hypotheses: When there is only a single observation for each combination of
the nominal variables, there are only two null hypotheses: that the means of
observations grouped by one factor are the same, and that the means of observations
grouped by the other factor are the same. It is impossible to test the null hypothesis
of no interaction. Testing the two null hypotheses about the main effects requires
assuming that there is no interaction.
How the test works: The mean square is calculated for each of the two main
effects, and a total mean square is also calculated by considering all of the
observations as a single group. The remainder mean square (also called the
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discrepance or error mean square) is found by subtracting the two main effect mean
squares from the total mean square. The F-statistic for a main effect is the main
effect mean square divided by the remainder mean square.
Repeated measures: One experimental design that is analyzed by a two-way anova

is repeated measures, where an observation has been made on the same individual
more than once. This usually involves measurements taken at different time points.
For example, you might measure running speed before, one week into, and three
weeks into a program of exercise. Because individuals would start with different
running speeds, it is better to analyze using a two-way anova, with "individual" as
one of the factors, rather than lumping everyone together and analyzing with a one-
way anova. Sometimes the repeated measures are repeated at different places rather
than different times, such as the hip abduction angle measured on the right and left
hip of individuals. Repeated measures experiments are often done without
replication, although they could be done with replication.
In a repeated measures design, one of main effects is usually uninteresting and the
test of its null hypothesis may not be reported. If the goal is to determine whether a
particular exercise program affects running speed, there would be little point in
testing whether individuals differed from each other in their average running speed;
only the change in running speed over time would be of interest.
Randomized blocks: Another experimental design that is analyzed by a two-way

anova is randomized blocks. This often occurs in agriculture, where you may want
to test different treatments on small plots within larger blocks of land. Because the
larger blocks may differ in some way that may affect the measurement variable, the
data are analyzed with a two-way anova, with the block as one of the nominal
variables. Each treatment is applied to one or more plot within the larger block, and
the positions of the treatments are assigned at random. This is most commonly done
without replication (one plot per block), but it can be done with replication as well
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Chapter 4
• ANALYSIS AND INTERPRETATION
1) Impact of Job redesign on Motivation, Absenteeism and Turnover
Motivation Absenteeism Turnover

Increase 25 2 6
Decrease 2 8 14
No Effect 3 20 10
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• GRAPHICAL REPRESENTATION
By applying Anova test we can analyzes if there is impact of Job redesign on

Motivation, Absenteeism and Turnover or not.
Step1: State Hypothesis:

Ho: There is no impact of Job redesign on Motivation, Absenteeism and Turnover.
Ha: There is an impact of Job redesign on Motivation, Absenteeism and Turnover.
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SUMMARY Count Sum Averag Varianc

e e
Row 1 3 33 11 151
Row 2 3 24 8 36
Row 3 3 33 11 73
Column 1 3 30 10 169
Column 2 3 30 10 84
Column 3 3 30 10 16
ANOVA
Source of SS df MS F P-value F crit
Variation
Rows 18 2 9 7.6923 0.93420 6.94427
1 5 6
Columns 0 2 0 0 1 6.94427
6
Error 520 4 130
Total 538 8
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Interpretation:
The table value at 5% level of significance is 6.944276 and calculated value is

7.69231, since calculated value is greater than the tabulated value, hence null
hypotheses is rejected. There is impact of Job redesign on Motivation,
Absenteeism and Turnover. It is also interpreted that level of motivation was
increased on 70% employees while on 6.70% level of motivation was decreased
and 23.30% were not affected.
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2) Impact of Job Autonomy on Motivation, Absenteeism and Turnover

Increase 24 2 8
Decrease 4 14 12
No Effect 2 14 10
By applying Anova test we can analyzes if there are is impact of Job autonomy on
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Ho: There is no impact of Job autonomy on Motivation, Absenteeism and
Turnover.
Ha: There is an impact of Job autonomy on Motivation, Absenteeism and Turnover.
SUMMARY Count Sum Average Varianc

e
Row 1 3 34 11.3333 129.333
3 3
Row 2 3 30 10 28
Row 3 3 26 8.66666 37.3333
7 3
Column 1 3 30 10 148
Column 2 3 30 10 48
Column 3 3 30 10 4
ANOVA
Variation
Rows 10.6666 2 5.33333 8.5479 0.94737 6.94427
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7 3 5 8 6
Columns 0 2 0 0 1 6.94427
6
Error 389.333 4 97.3333
3 3
Total 400 8
• Interpretation:

8.59231, since calculated value is greater than the tabulated value, hence null
hypotheses is rejected. There is impact of Job autonomy on Motivation,
increased on 66.67% employees while on 13.33% level of motivation was
decreased and 20.00% were not affected.
3) Impact of Feedback on Motivation, Absenteeism and Turnover

Increase 16 6 5
Decrease 4 9 13
No Effect 10 15 12
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By applying Anova test we can analyzes if is impact of Feedback on Motivation,

Absenteeism and Turnover or not.

Ho: There is no impact of Feedback on Motivation, Absenteeism and Turnover.
Ha: There is an impact of Feedback on Motivation, Absenteeism and Turnover.
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SUMMAR Count Sum Average Varianc
Y e
Row 1 3 27 9 37
Row 2 3 26 8.66666 20.3333
7 3
Row 3 3 37 12.3333 6.33333
3 3
Column 1 3 30 10 36
Column 2 3 30 10 21
Column 3 3 30 10 19

Variation
Rows 24.6666 2 12.3333 0.38743 0.70177 6.94427
7 3 5 4 6
Columns 0 2 0 0 1 6.94427
6
Error 127.333 4 31.8333
3 3
Total 152 8
• Interpretation:
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0.387435, since calculated value is less than the tabulated value, hence a null
hypothesis is accepted. There is no impact of feedback on Motivation,
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4) Impact of Work Challenges on Motivation, Absenteeism and Turnover

Increase 21 8 6
Decrease 5 8 16
No Effect 4 14 8
GRAPHICAL REPRESENTATION
By applying Anova test we can analyzes if is impact of work challenges on


Ho: There is no impact of work challenges on Motivation, Absenteeism and
Turnover.
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Ha: There is an impact of work challenges on Motivation, Absenteeism and
Turnover.

e
Row 1 3 35 11.6666 66.3333
7 3
Row 2 3 29 9.66666 32.3333
7 3
Row 3 3 26 8.66666 25.3333
7 3
Column 1 3 30 10 91
Column 2 3 30 10 12
Column 3 3 30 10 28
ANOVA
Variation
Rows 14 2 7 7.11290 0.89598 6.94427
3 5 6
Columns 0 2 0 0 1 6.94427
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6
Error 248 4 62
Total 262 8
• Interpretation:

7.112903, since calculated value is more than the tabulated value, hence a null
hypothesis is rejected. There is impact of work challenges on Motivation,
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5) Impact of customer interaction on Motivation, Absenteeism and
Turnover

Increase 18 4 2
Decrease 3 7 8
No Effect 9 19 20
By applying Anova test we can analyzes if is impact of Customer interaction on


Ho: There is no impact of Customer interaction on Motivation, Absenteeism and
Turnover.
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Ha: There is an impact of Customer interaction on Motivation, Absenteeism and
Turnover.
SUMMARY Count Sum Averag Varianc

e e
Row 1 3 24 8 76
Row 2 3 18 6 7
Row 3 3 48 16 37
Column 1 3 30 10 57
Column 2 3 30 10 63
Column 3 3 30 10 84
ANOVA

Variation
Rows 168 2 84 1.4 0.34602 6.94427
1 6
Columns 0 2 0 0 1 6.94427
6
Error 240 4 60
Total 408 8
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• Interpretation:

1.4, since calculated value is less than the tabulated value, hence a null
hypothesis is accepted. There is no impact of Customer interaction on
Motivation, Absenteeism and Turnover. It is also interpreted that level of
motivation was increased on 13.33%employees while on 23.34% level of
motivation was decreased and 63.33%were not affected.
6) Impact of Participative Decision on Motivation, Absenteeism and

Turnover
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Increase 24 2 5
Decrease 4 10 16
No Effect 2 18 9
By applying Anova test we can analyzes if there is impact of Participative Decision

on Motivation, Absenteeism and Turnover or not.

Ho: There is no impact of Participative Decision on Motivation, Absenteeism and
Turnover.
58 | P a g e
Ha: There is an impact of Participative Decision on Motivation, Absenteeism and
Turnover.

e
Row 1 3 31 10.3333 142.333
3 3
Row 2 3 30 10 36
Row 3 3 29 9.66666 64.3333
7 3
Column 1 3 30 10 148
Column 2 3 30 10 64
Column 3 3 30 10 31
ANOVA

Variation
Rows 0.66666 2 0.33333 9.00274 0.99725 6.944276
7 3 7 8
Columns 0 2 0 0 1 6.944276
Error 485.333 4 121.333
59 | P a g e
3 3
Total 486 8
• Interpretation:

hypothesis is rejected. There is impact of Participative Decision on Motivation,
increased on 80.00%employees while on 13.33% level of motivation was
decreased and 6.67%were not affected.
7) Impact of Flexible Working Hours on Motivation, Absenteeism and

Turnover

Increase 15 3 2
Decrease 7 11 18
No Effect 8 16 10
60 | P a g e
By applying Anova test we can analyzes if there is impact of Flexible Working

Hours on Motivation, Absenteeism and Turnover or not.

Ho: There is no impact of Flexible Working Hours on Motivation, Absenteeism and
Turnover.
Ha: There is an impact of Flexible Working Hours on Motivation, Absenteeism and

Turnover.
61 | P a g e

e
Row 1 3 20 6.66666 52.33333
7
Row 2 3 36 12 31
Row 3 3 34 11.3333 17.33333
3
Column 1 3 30 10 19
Column 2 3 30 10 43
Column 3 3 30 10 64
ANOVA
Variation
Rows 50.6666 2 25.3333 7.50331 0.63830 6.94427
7 3 1 8 6
Columns 0 2 0 0 1 6.94427
6
Error 201.333 4 50.3333
3 3
Total 252 8
62 | P a g e
• Interpretation:

hypothesis is rejected. There is impact of Flexible Working Hours on Motivation,
increased on 50.00%employees while on 23.33% level of motivation was
decreased and 26.67%were not affected.
8) Impact of Technical skills on Motivation, Absenteeism and Turnover

Increase 24 2 9
Decrease 2 10 10
No Effect 4 18 11
63 | P a g e
By applying Anova test we can analyzes if there is impact of Technical skills on


Ho: There is no impact of Technical skills on Motivation, Absenteeism and
Turnover.
Ha: There is an impact of Technical skills on Motivation, Absenteeism and

Turnover.
64 | P a g e
e
Row 1 3 35 11.6666 126.3333
7
Row 2 3 22 7.33333 21.33333
3
Row 3 3 33 11 49
Column 1 3 30 10 148
Column 2 3 30 10 64
Column 3 3 30 10 1
ANOVA
Variation
Rows 32.6666 2 16.3333 9.16610 0.85251 6.94427
7 3 2 6 6
Columns 0 2 0 0 1 6.94427
6
Error 393.333 4 98.3333
3 3
Total 426 8
• Interpretation:

hypothesis is rejected. There is significant difference in impact of Technical
65 | P a g e
skills on Motivation, Absenteeism and Turnover. It is also interpreted that level
of motivation was increased on 80.00%employees while on 6.7% level of
motivation was decreased and 13.33%were not affected.
9) Impact of on the Job training on Motivation, Absenteeism and Turnover
Variables Motivation Absenteeism Turnover

Increase 27 6 11
Decrease 0 7 10
No Effect 3 17 9
66 | P a g e
By applying Anova test we can analyzes if there is impact of on the Job training on

Ho: There is no impact of on the Job training on Motivation, Absenteeism and
Turnover.
Ha: There is an impact of on the Job training on Motivation, Absenteeism and

Turnover.
67 | P a g e
e
Row 1 3 44 14.6666 120.3333
7
Row 2 3 17 5.66666 26.33333
7
Row 3 3 29 9.66666 49.33333
7
Column 1 3 30 10 219
Column 2 3 30 10 37
Column 3 3 30 10 1
ANOVA
Variation
Rows 122 2 61 9.62244 0.58162 6.94427
9 9 6
Columns 0 2 0 0 1 6.94427
6
Error 392 4 98
Total 514 8
• Interpretation:

hypothesis is rejected. There is impact of on the Job training on Motivation,
68 | P a g e
increased on 90.00% employees while on 0% level of motivation was decreased
and 10%were not affected.
• Findings:
1. After doing the survey it is found that 68.89% of the employees believe that Job
Enrichment increases their motivation and 11.48% decrease their motivation.

2. 19.6% of the employees believe that job enrichment does not effect their
motivation.
3. Job Enrichment does not affect absenteeism for 56.3% of the employees and
32.96% of the employee’s feels that absenteeism will decrease with job
enrichment.
4. 42.96% of the employees feel that job enrichment will decrease the
turnover and 36%of employees feel that job enrichment will have no effect on
turnover.
69 | P a g e
5. It is also interpreted that level of motivation was increased through Job
redesigning on 70% employees while on 6.70% level of motivation was
6. It is found that there is significant difference on impact of Job autonomy

on Motivation, Absenteeism and Turnover. It is also interpreted that level of
motivation was increased on 66.67% employees while on 13.33% level of
motivation was decreased and 20.00% were not affected.
7. It is found that absenteeism was increased on 20.00% employees while

on 30.00% level of motivation was decreased and 50.00% were not affected
through feedback.
8. It is also interpreted that level of motivation was increased on

80.00%employees while on 6.7% level of motivation was decreased and
13.33%were not affected through technical skills.
9. It is found that level of motivation was increased on 90.00% employees

while on 0% level of motivation was decreased and 10%were not affected
through on the job training.
10. It is also interpreted that level of motivation was increased on

50.00%employees while on 23.33% level of motivation was decreased and
26.67%were not affected through flexible work hours.
EFFECT OF JOB ENRICHMENT ON MOTIVATION
Increase Decrease Will not affect

Job redesigning 70.00% 6.70% 23.30%
70 | P a g e
Autonomy 66.67% 13.33% 20.00%
Feedback 53.33% 13.33% 33.33%
Work challenge 70.00% 16.67% 13.33%
Customer interaction 60.00% 10% 30.00%
Participative decision 80.00% 13.33% 6.67%
Flexible working hours 50.00% 23.33% 26.67%
Use of technical skills 80.00% 6.7% 13.33%
On the job training 90% 0% 10%
Average 68.89% 11.48% 19.6%
EFFECT OF JOB ENRICHMENT ON ABSENTEEISM
71 | P a g e
Increase Decrease Will not affect
Job redesigning 0.00% 33.33% 66.67%
Autonomy 6.66% 46.67% 46.67%
Feedback 20.00% 30.00% 50.00%
Work challenge 26.67% 26.67% 46.66%
Customer interaction 13.33% 23.34% 63.33%
On the job training 20.0% 23.33% 56.67%
Average 10.74% 32.96% 56.3%
72 | P a g e
EFFECT OF JOB ENRICHMENT ON
TURNOVER
Increase Decreas Will not affect
e
Job redesigning 23.33% 43.34% 33.33%
Autonomy 26.67% 40.00% 33.33%
Feedback 16.66% 43.34% 40.00%
Work challenge 20.00% 53.33% 26.67%
Customer interaction 6.67% 26.67% 66.66%
On the job training 36.67% 33.33% 30.00%
Average 20.37% 42.96% 36.7%
73 | P a g e
Chapter 5
• Conclusion:
From the above study we can deduce that the job enrichment helps in increasing
motivation and reducing turnover but does not help much to reduce absenteeism.
All these effects combined together help in increasing job satisfaction of an
employee
Employers often use in their speeches the cliché that “Employees are our most
important asset” without doing much to improve working conditions and the
motivation of employees to do their best for the organization. In today’s fast
changing environment employees are faced with increasing demands from various
sources. Also with the rising level of education employees aren’t anymore satisfied
with repetitive, not meaningful, tasks. Job enrichment offers a good way to increase
the variety of work and to motivate employees to truly commit themselves for the
benefit of the whole organization. In increasingly competitive environment,
management finds that the best way to achieve corporate goals is to work together
with the persons who are closest to the actual work. Companies that implement
programs that enhance employees’ knowledge, abilities, and experience and allow
them to apply these new skills in their work will be profitable in the future.
74 | P a g e
LIMITATIONS OF THE STUDY
Although the sincere efforts have been done to collect authentic and relevant
information, the study may have the following limitation:
o Hard enough to fetch information. It was not an easy task to get

information from middle level management. The respondents were not
always open and forthcoming with their views, even agitates and not
disclosing.
o Limited scope. Scope of study is limited ABC only and because of

limited time and money. So, results of study may not generalize for India as a
whole.
o Results may be inaccurate. The study is based on the assumption that

responses are true and factual although at times that may not be the case.
o Existence of biases. The chances of biased responses cannot be

eliminated though all necessary steps were taken to avoid the same.
75 | P a g e
o Small sample size: the sample size taken is small and may not be
sufficient to predict the results with 100 % accuracy and findings may not be
generalized.
BIBLIOGRAPHY
BOOKS
 Jain.T.R, Statistics for MBA, 2nd Edition

 Ashwatthapa, Human Resource Management, 7th Edition
WEBSITES
 www.emeraldinsight.com/Insight/viewContentItem
 www.articlesbase.com/management-articles/job-enrichment
 www.eurofound.europa.eu/emire/IRELAND/JOBENRICHMENT
 www.smartmanager.us/eprise/main/web/us/
 www.collegeresearch.us/show_essay/11689.html
 www.bookpump.com/dps/pdf-b/1120699b.pdf
 www.emeraldinsight.com/10.1108/eb003472
 http://www.emeraldinsight.com/10.1108/eb055
 www.emeraldinsight.com/10.1108/1463444971019547
 http://www.emeraldinsight.com/10.1108/EUM0000000003126
 www.emeraldinsight.com/10.1108/01437720510587307
 http://www.joe.org/joe/1997october/iw1.html.
 http://edweb.sdsu.edu/people/arossett/pie/Interventions/jobdesign_1.htm
 www.bls.gov/osmr/abstract/ec/ec060010.htm
 www.mindtools.com/pages/article/newTMM_81.htm
 en.wikipedia.org/wiki/Job enrichment
 www.businessdictionary.com/definition/job-enrichment.
 http://www.emeraldinsight.com/10.1108/eb055232
76 | P a g e
 http://hum.sagepub.com/cgi/content/abstract/32/3/189
 http://faculty.washington.edu/~janegf/jeguide.pdf.
 http://www.siu.edu/departments/cola/psych/psyc323/chat07/index.htm.
 http://academic.emporia.edu/smithwil/001fmg456/eja/kotila456.html.
 http://www.changeboard.com/hrcircles/blogs/hrarticles/archive/2008/02/15/ab
senteeism-how-to-manage.aspx
References
1. ^ "Company Profile for Cisco Systems Inc (CSCO)". Retrieved on 2008-09-

30.
2. ^ "I, Cringely . NerdTV . Transcript | PBS". Pbs.org. Retrieved on 2008-11-
13.
3. ^ Cisco claim of first multi-protocol router
4. ^ "Cisco pushes past Microsoft in market value", CBS Marketwatch (2000-
03-25). Retrieved on 25 January 2007.
5. ^ "Cisco replaces Microsoft as world's most valuable company", Reuters,
The Indian Express (2000-03-25). Retrieved on 25 January 2007.
6. ^ Fost, Dan (2006-05-05). "Chron 200 Market capitalization", San Francisco
Chronicle. Retrieved on 25 January 2007.
7. ^ http://en.wikipedia.org/wiki/John_Chambers_(CEO)
8. ^ "Cisco Systems Office Locations". Cisco Systems. Retrieved on 2008-04-
17.
9. ^ "The Human Network". Cisco Systems, Inc.. Retrieved on 2007-01-25.
10. ^ "FRONTLINE: the tank man: the struggle to control information | PBS".
Pbs.org. Retrieved on 2008-11-13.
11. ^ Earnhardt, John (2006-02-15). "Cisco Testimony Before House
International Relations Subcommittee". Cisco Systems, Inc.. Retrieved on
2007-01-25.
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12. ^ "Leaked Cisco Internal Memo".
13. ^ Cisco Systems, Inc. (2006-08-18). "Cisco Shareholder Class Action
Lawsuit Resolved". Press release. Retrieved on 2007-01-25.
14. ^ "Cisco resolves class action lawsuit", Silicon Valley/San Jose Business
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Technologies". Press release. Retrieved on 2007-01-25.
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close Cisco System's offices in Sao Paulo, Rio de Janeiro". Press release.
Retrieved on 2007-10-17.
External links
• Cisco Systems Home Page

• Cisco on Cisco: Inside Cisco IT Cisco IT case studies, best practices,
presentations, video
• Cisco Networking Academy
• Cisco Press
• Cisco Blogs Home Page
• Information on Cisco Certifications
• Interactive Overview - 20 Years of Cisco
• Video and audio of speech by CEO John Chambers at Duke University
• USA Today Q&A with CEO John Chambers
• Cisco Tips
• Interview with former CEO, John Morgridge, by Stanford students of
iinnovate
78 | P a g e
Business data
• Cisco Systems at Google Finance

• Cisco Systems at Yahoo Finance
• Cisco Systems at Hoover's
• Cisco Systems at Reuters
• Cisco Systems SEC filings at EDGAR Online
• Cisco Systems SEC filings at the Securities and Exchange Commission
79 | P a g e

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Introduction

 Objective : Job Enlargement tries to reduce the monotony, by performing

 Direction of Control : Job Enlargement needs more supervision and Control

The concept of job enlargement was developed as a result of the investigations

The concept proved to be unsuccessful because it tried to simply replace a short

JOB ENRICHMENT BASED ON SCIENTIFIC STUDY:

This approach is strongly reflected in modern project management methodology,

About the project:

• Combine Tasks – Combine work activities to provide a more challenging

• Identify Project-Focused Work Units – Break your typical functional lines

• Create Autonomous Work Teams – This is job enrichment at the group

• Implement Participative Management – Allow team members to

• Redistribute Power and Authority – Redistribute control and grant more

• Increase Employee-Directed Feedback – Make sure that people know how

Job enrichment is the process of "improving work processes and environments so

There are three key parts to the process of job enrichment

1. Turn employees' effort into performance:

• Ensuring that objectives are well-defined and understood by everyone. The

2. Link employee’s performance directly to reward:

• Clear definition of the reward is a must

1. Do employees need jobs that involve responsibility, variety, feedback,

A job enrichment program can be a very effective intervention in some situations

EVOLUTION OF MOTIVATION THEORIES

1. It must allow a worker to feel personally responsible for a meaningful

The best employee motivation efforts focus on what employees deem to be

Giving employees more responsibility and decision-making authority increases their

At many companies, employees with creative ideas do not express them to

Cisco Systems, Inc. (NASDAQ: CSCO, SEHK: 4333) is a multinational

The company was a 2002-03 recipient of the Ron Brown Award.

Cisco has a proven track record of successfully capturing market transitions.

Technology / Product offerings

Partial list of hardware products

• Application Network Services

Partial list of software products

• Internet Operating System (IOS)[1], IOS-XR

Cisco Systems VPN Client

Research & Development

Cisco is committed to innovation and research and development is a core

At Cisco we believe community belongs to everyone and connecting and

Cisco is committed to operating in an environmentally-responsible manner, creating

Welcome to the Human Network - The Human Network Effect

"Welcome to the Human Network" is synonymous with Cisco as it enables all of us

Mergers & Acquisition:

Cisco Channel Strategy

Cisco understands the importance of partnering with best-in-class providers to

Cisco Systems Company Culture:

Compensation at Cisco Systems:

Open Positions at Cisco:

3.1 OBJECTIVES OF THE STUDY

• To understand the JOB ENRICHMENT IMPACT ON EMPLOYEE

3.2 Research Methodology

Employee’s job enrichment could be done in number of ways as follows.

• By job rotation, allows workers to do different varieties of tasks.

• By combining tasks, work activities are combined to give more challenging

• By providing autonomy for work , this allows employees to work

• By providing feedback for their work, this allows employees to understand

• By increasing client relationships, this increases direct relationship between

Procedure followed: Based on above understanding of job enrichment, we have

• Work place challenge

• Flexible working hours

• Use of technical skills

• On the job training

Dependent variables for the study: Motivation, Absenteeism, Turnover, Job