The answer lies in the effectiveness of the delegation. By simply assigning tasks and not giving the reasons behind the additional work will not increase job satisfaction. However if you give the employee the reason why his contributions are necessary to the overall effectiveness of the firm, you convey a sense of responsibility to the employee which he will carry from that point on. In addition, by giving them the reason why, they will not only be happy to complete the task but also you, as the supervisor, can rest at ease that the task will be performed accurately, because the employee will want to do it. If managers effectively use circle groups, they can get feedback from the employees, and give the employees give feedback to the corporations.
Job enrichment leads to a win - win situation.
If effect, you can count on a combination of savings and payoffs. Many researchers have been trying to find out the answer to that question for decades now. I have to agree with Hersey and Blanchard on this issue. With all the different styles that are out there, it's sometimes hard to figure out which one the supervisor should use. Upon reading through the many different styles of leadership, I found situational leadership, developed by Hersey and Blanchard to be the most useful and motivating.