Discussion: Job/Work Design Theories There are multiple theories related to job/work design. Two main theories you explore this week are job enrichment theory and job characteristics theory. Like its name, job enrichment theory seeks to encourage motivation by enriching a jobholder’s experience by making his or her job more rewarding, inspiring, and interesting. In their aptly named job characteristics theory, Hackman and Oldman (1976) identify characteristics that endow a job with meaning. These characteristics may generate psychological states leading an employee to experience greater levels of satisfaction, motivation, and performance. For this Discussion, consider similarities and differences between job enrichment theory and job characteristics theory. Then think about how you might apply these job/work design theories to enhance your current or future job. With these thoughts in mind: By Day 4 Post by Day 4 a brief comparison of job enrichment theory and job characteristics theory. Then explain how you might apply job enrichment theory or job characteristics theory to enhance your current job (Non-Profit Organizations Management/Director) or future job. Be specific and support your response with references to the Learning Resources and current literature. Be sure to support your postings and responses with specific references to the Learning Resources. Resources: Morgeson, F. P., & Campion, M. A. (2003). Work design. In W. C. Borman, D. R. Ilgen, R. J. Klimoski, & I. B. Weiner (Eds.) Handbook of psychology: Volume 12. Industrial and organizational psychology (pp. 423–452). Hoboken, NJ: John Wiley & Sons. Handbook of psychology: Volume 12 industrial and organizational psychology by W. C. Borman, D. R. Ilgen, R. J. Klimoski, & I. B. Weiner (Eds.).  Copyright 2003 by JOHN WILEY & SONS - BOOKS.  Reprinted by permission of JOHN WILEY & SONS - BOOKS via the Copyright Clearance Center. Grant, A. M., Fried, Y., Parker, S. K., & Frese, M. (2010). Putting job design into context: Introduction to the special issue. Journal of Organizational Behavior, 31(2/3),145–157. Retrieved from the Walden Library databases. Johns, G. (2010). Some unintended consequences of job design. Journal of Organizational Behavior, 31(2/3), 361–369.