Original Research

The use of the job enrichment technique for decision-making in higher education: The case of the Philippines

Kolawole Samuel Adeyemo, Chika Sehoole, Constancia G. Cueno
SA Journal of Human Resource Management | Vol 13, No 1 | a645 | DOI: https://doi.org/10.4102/sajhrm.v13i1.645 | © 2015 Kolawole Samuel Adeyemo, Chika Sehoole, Constancia G. Cueno | This work is licensed under CC Attribution 4.0
Submitted: 08 May 2014 | Published: 28 September 2015

About the author(s)

Kolawole Samuel Adeyemo, Department of Education Management and Policy Studies, University of Pretoria, Groenkloof Campus, South Africa
Chika Sehoole, Department of Education Management and Policy Studies, University of Pretoria, Groenkloof Campus, South Africa
Constancia G. Cueno, Quality Assurance Unit, Cavite State University, Philippines


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Abstract

Orientation: This article provides an explorative analysis of the use of the job enrichment technique for decision-making in higher education in the Philippines.

Research purpose: The profile of administrators in charge of decision-making was investigated in terms of their level of familiarity with, and use of, this technique in achieving the goals of enriching jobs, retaining staff and ensuring job-motivation in higher education.

Motivation for the study: Given the increasingly competitive higher education environment in which higher education employees, including academics, work, the pressure on their performance, and their search for ideal working conditions, it is important to measure the impact of the job enrichment technique on employee and higher education organisations.

Research design, approach and method: The study used a quantitative method. The respondents of this study consisted of 206 administrators. Spearman Rank, Correlation Coefficient, Point Bi serial and Chi-square were used to analyse the relationships between the demographic characteristics and job enrichment technique. Multiple Regression Coefficient was used to predict job enrichment.

Main findings: The findings suggest that educational attainment and experience are the most important factors for predicting success as an administrator in higher education.

Practical and managerial implications: Job enrichment should not only focus on the knowledge, experience and skills of administrators, but should be extended to encompass the context and working conditions of employees.

Contribution: In the context of fiscal austerity measures that result in fewer resources becoming available for higher education, it is important to have competent decision-makers who are able to motivate staff.


Keywords

Administrators; decision-making; higher education; job enrichment technique; Philippines

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