CHAPTER 1: Introduction
Work design refers to a
spectrum of job factors, ranging from internal and external
organizational factors to the way tasks are organized, that affect what
people do at work and how effectively they can do it. The concept has
roots in psychological research and theories of work motivation to
improve employee satisfaction and performance and therefore increase
organizational productivity and efficiency (Campion, Mumford, Morgeson
& Nahrgang, 2005). Much of the research centers on employee
perceptions of tasks, the relationships between those perceptions and
the behavioral outcomes as a result of those relationships (Griffin,
Welsh & Moorhead, 1981). More attention is being paid to job design
for three major reasons:
• Job design can
influence performance in certain jobs, especially those where employee
motivation can make a substantial difference. Lower cost through reduced
turnover and absenteeism are also related to good job design.
• Job design can affect
job satisfaction. Because people are more satisfied with certain job
configurations than with others, it is important to be able to identify
what makes a “good” job.
• Job design can affect
both physical and mental health. Example problems such as backache or
leg pain can sometimes be traced directly to job design, as can stress
and related high blood pressure and heart disease.
scholars have customarily describes jobs
as set of tasks which is deliberated plan to be accomplish by one
employee and tasks in simple words is the allocation of small patches of
work to an employees who have been accomplish it within the given time
period (Griffin, 1987). Grant (2007) further elaborate tasks as the
fundamental and essential bases of jobs that neglect the reality that
jobs are intended with highly structured relational mechanism that
impacts not only employee’s interpersonal relations but associations as
well.
.
1.1 Background of the Study
Job design (also referred to as work design or task design) is a core function of human resource management
and it is related to the specification of contents, methods and
relationship of jobs in order to satisfy technological and
organizational requirements as well as the social and personal
requirements of the job holder. Its principles are geared
towards how the nature of a person's job affects their attitudes and
behavior at work, particularly relating to characteristics such as skill
variety and autonomy. The aim of a job design is to improve job satisfaction, to improve through-put, to improve quality and to reduce employee problems (e.g., grievances, absenteeism).
Business Leaders always motivate the
people that they should pursue a collaborative work design in which they
make sure that employees should be responsible for their work
performance (Tanner, 1998). It is found that sometimes the imminent bond
of job and goals setting can help to enhance the level of performance
and the design of job can increase not merely the satisfaction but also
the worth of performance as well. The research intends to investigate
the effect of improper organizational job design on employee job
performance
1.2 Statement of the Problem
Work design refers to a spectrum of job
factors, ranging from internal and external organizational factors to
the way tasks are organized, that affect what people do at work and how
effectively they can do it. The concept has roots in psychological
research and theories of work motivation to improve employee
satisfaction and performance and therefore increase organizational
productivity and efficiency
Many people tend to assume that the most
important motivator at work is pay. Yet, studies reveal that Job design
has a major influence over worker motivation and productivity. How a
job is designed has a major impact on employee motivation, job
satisfaction, and commitment to an organization, absenteeism, and
turnover. The question of how to properly design jobs so that employees
are more productive and more satisfied has also received attention from
managers and researchers. Improper design of jobs is most going to have a
some effect on employee performance. Therefore the problem confronting
this research is to investigate the effect of improper organizational
job design on employee job performance.
1.3 Objective of the Study
1 To determine the nature of job design
2 To determine the significance of job design
3 To determine the effect of improper job design on employee performance.
1.4 Research Questions
1 What is the nature of job design?
2 What is the significance of job design?
3 What is the effect of improper job design on employee performance?
1.5 Significance of the Study
The study shall provide a detail appraisal of the nature and significance of job design
It shall appraise the effect of improper job design on employee performance.
The study shall also serve as source of information on issues of job design and employee performance.
1.6 Statement of Hypothesis
1 Ho The level of employee performance is low
Hi The level of employee performance is high
2 Ho The level of improper job design is low
Hi The level of improper job design is high
3 Ho The effect of improper job design is low
Hi The effect of improper job design is high
1.7 Scope of the Study
The study is focused on the appraisal of the effect of job design on employee performance.
1.8 Definition of Terms
JOB DEFINED
scholars have customarily describes jobs
as set of tasks which is deliberated plan to be accomplish by one
employee and tasks in simple words is the allocation of small patches of
work to an employees who have been accomplish it within the given time
period (Griffin, 1987).
TASK DEFINED
Grant (2007) further elaborate tasks as
the fundamental and essential bases of jobs that neglect the reality
that jobs are intended with highly structured relational mechanism that
impacts not only employee’s interpersonal relations but associations as
well.
Skill variety — This refers to the range
of skills and activities necessary to complete the job. The more
a person is required to use a wide variety of skills, the more
satisfying the job is likely to be.
Task identity — This dimension measures
the degree to which the job requires completion of a whole and
identifiable piece of work. Employees who are involved in an activity
from start to finish are usually more satisfied.
Task significance — This looks at the
impact and influence of a job. Jobs are more satisfying if people
believe that they make a difference, and are adding real value to
colleagues, the organization, or the larger community.
Autonomy — This describes the amount of
individual choice and discretion involved in a job. More autonomy leads
to more satisfaction. For instance, a job is likely to be more
satisfying if people are involved in making decisions, instead of simply
being told what to do.
Feedback — This dimension measures the
amount of information an employee receives about his or her performance,
and the extent to which he or she can see the impact of the work. The
more people are told about their performance, the more interested they
will be in doing a good job. So, sharing production figures, customer
satisfaction scores etc. can increase the feedback levels.