JOB ENRICHMENT AND EMPLOYEE PERFORMANCE IN PUBLIC ORGANIZATION (A CASE STUDY OF MINISTRY OF EDUCATION UYO)

This study was focused on job enrichment and employee performance in public organizations, using Ministry of Education, Uyo as a case study. To accomplish the research objective of this study, the study adopted the survey research design while convenience sampling technique was used to select 138 respondents as the sample size for the study. Instrument used for the study was self-developed questionnaire and the forms were personally administered by the researcher. Research questions and hypotheses were formulated to guide the study. Data were analyzed using frequency tables, simple percentages and chi-square (2) statistical tools. Findings of the study revealed that there is significant effect of skill varieties on employee performance, there is significant effect of job identity on employee performance, there is significant effect of job autonomy on employee performance, there is significant effect of job feedback on employee performance. Based on the findings, the following recommendations were made: Since increased recognition of task significance stimulates the employees to further raise their commitment towards the attainment and realization of the goal and objectives of the organizations, management of Ministry of Education should therefore formulate and implement policies that will make employees to be commended for their efforts at executing tasks successfully as this may be a motivation and challenge to those who perform below expectations. Human resource managers of Ministry of Education should ensure that job enrichment design is properly implemented. Human resource managers of the Ministry of Education should take account of individual differences, attributes and people orientation to work Management should introduce more of job enrichment programmes such as vertical loading and quality management into the task structure of the non-teaching staff in the Ministry. These programmes will give some discretion to the job holders to contribute to the setting of schedules and planning work activities. Management should also embrace new ideas on possible new or alternative methods for completing tasks as well as creating opportunities for job holders to monitor the quality and rate of performance. Where individual job holder is held accountable for the success or failure of his/her performance, quality job would be stimulated and the overall organizational performance would increase.