1.2 EFFECTIVE JOB DESIGN

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Effective job design contributes to the achievement of organizational objectives, motivation, and employee satisfaction. (Rothwell & Prescott 2012). The main purpose of job design is to increase both employee motivation and productivity (Rush 1971). It is experienced that well designed jobs can have a positive impact on both employee satisfaction and the quality of performance (Garg and Rastogi 2006). Job design has been one of the most effective tools used for optimizing an employee's performance (Zareen, et. al. 2013).

(1)   Job Satisfaction
Job satisfaction is related to the productivity and efficiency of worker absenteeism and staff mobility, and depends on factors such as the content of the work, and the context in which work is carried out (Koustelios & Kousteliou 2001). According to the international literature, the factors that contribute to the job satisfaction, is their involvement and participation in the decision – making process of the organization (Shuck et al. 2011; Greasley et al. 2005; Joensson 2008).

(2)   Motivation of Employee
Herzberg was the first researcher that indicated that both the satisfaction and the dissatisfaction that a worker feels stem from various factors. Herzberg developed a theory of two factors: the disincentives, factors that cause dissatisfaction, and motives, factors that cause satisfaction. The environmental factors are called hygienes (Herzberg et al. 2009). These factors weaken the negative stimuli labor and the resulting frustration, while the motivation factors, namely the hierarchy that someone has in the work, the work status, stimulate employees to work harder and more effective (Herzberg et al. 2009).

Apart from the motivation theories that are based primarily on economic incentives, there are also those which focus on other types of rewards. For example, the outcome – based theory of work motivation identifies four types of motivation (Cadona et al. 2003): a) Extrinsic motivation: this motivation is based on the rewards an employee expects to receive from the company. For example, an employee may work more time, because he expects to receive the overtime payment; b) Intrinsic motivation: this motivation is based on the implications that an action has on a person. For example, an employee may work overtime, because he gains a satisfaction working on a specific project; c) Contributive motivation: this motivation is based on the implications that an action is expected to have upon the reactor. For example, an employee may work overtime or even harder, because he wants to contribute to a greater extent to the goals and aims of the company or the organization; d) Relational motivation: this motivation is based on the impact that an action is expected to have on the relationship between a person and the reactor. For example, an employee may work overtime, because on the opposite case he/she would be fired.

(3)   Job Performance
    There is an established body of knowledge supporting the idea that certain jobs and goal setting can enhance performance (Garg & Rastogi 2006). This research focuses on motivating performance through job design. It is experienced that well designed jobs can have a positive impact on both employee satisfaction and the quality of performance.


References
  1. Cardona, P., Lawrence, B.S., & Espejo, A. (2003). Outcome – based theory of work motivation. University of Navarra, IESE Working Paper No. D/495
  2. Garg, P. & Rastogi, R. (2006), New Model of Job Design, Motivating Employees, Performances. Journal of Management Development 25(6), 572-587.
  3. Greasley, K., Bryman, A., Dainty, A., Price, A., Soeanto, R., & King, N. (2005). Employee perceptions of empowerment. Employee Relations, 27:4, 354 – 36.
  4. Herzberg, F., Mausner, B., & Snyderman, B.B. (2009). The motivation to work. New Jersey: Transaction Publishers.
  5. Koustelios, A. & Kousteliou, I. (2001). Job satisfaction and job burnout in the education. Psychology, 8:1, 30-39.
  6. Joensson, T. (2008). A multidimensional approach to employee participation and the association with social identification in organizations. Employee Relations, 306, 594 – 607.
  7. Rothwell, W. J. & Prescott, R. K. (2012). The Encyclopedia of Human Resource Management, Volume 1: Short Entries 1st Edition, Chapter 53.
  8. Rush, H., (1971). Job design for motivation: Experiments in job enlargement and job enrichment, New York: The Conference Board, pp 12-1.
  9. Shuck, M.B., Rocco, T.S., & Albornoz, C.A. (2011), Exploring employee engagement from the employee perspective: implications for HRD, Journal of European Industrial Training, 35:4, 300 – 325.
  10. Zareen, M., Razzaq, K. and Mujtaba, B. G. (2013), ‘Job Design and Employee Performance: the Moderating Role of Employee Psychological Perception’, European Journal of Business and Management, Vol.5, No.5, 2013.

Comments

  1. Sahan WeerasingheJune 2, 2020 at 10:21 PM

    Interesting post and agree with your view points. The content of jobs is affected by the purpose of the organization or the organizational
    unit, the particular demands that achieving that purpose makes on the people involved, the structure of the organization, the processes and activities carried out in the organization, the technology of the organization, the changes that are taking place in that technology and the environment in which the organization operates. Job design has therefore to be considered within the context of organizational design (Armstrong, 2006).

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    1. Gayani DissanayakeJune 3, 2020 at 3:55 PM

      Thank you Sahan adding more details. Job design starts with an analysis of task requirements. These requirements will be a function of the purpose of the organization, its technology and its structure. The analysis has also to take into account the decision-making process – where and how decisions are made and the extent to which responsibility is devolved to individuals and work teams (Armstrong, 2010).

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  2. shammi.desilva79June 3, 2020 at 2:22 PM

    Especially when organizations have to compete for employees, depend on skilled knowledge workers, or need a workforce that cares about customer satisfaction, a pure focus on efficiency will not achieve human resource objectives.
    According to (Michael Armstrong, 2006)"Job Design is the process of deciding on the contents of a job in terms of its duties and responsibilities, on the methods to be used in carrying out the job, in terms of techniques, systems and procedures, and on the relationships that should exist between the job holder and his superior subordinates and colleagues."

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    1. Gayani DissanayakeJune 3, 2020 at 5:44 PM

      Hi Shammi, Thank you for adding your views.Job design has advantages for both the organization and the employees. The organizational benefits are the increased productivity and efficiency, effective team work, skilled employees ready to meet the job position requirements, targeted training of employees which increases the human capital accumulation, effective talent management, and finally improved employee attraction, commitment and retention (Belias & Sklikas ,2013). In the other hand many human resources professionals have discovered that there is strong impact of job design on the productivity and the motivation and job satisfaction of employees in an organization (Ali & Zia-ur-Rehman, 2014).

      Delete
  3. Charith KarunarathnaJune 4, 2020 at 9:56 PM

    Interested area Gayani. For the comprehensive organization structure job design is the main foundation. The organization productivity, employee motivation and satisfaction, profits or loss accompanying with the job design. Each requirement that related to every positions and the outcome should be drag out from employees would decide through this process. And also productivity of all the organization process is depending on the correct job structure (Belias 2013).

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    1. Gayani DissanayakeJune 4, 2020 at 10:20 PM

      Hello Charith, Thank you For adding your views. An effective job design brings involvement of an employee in work related activities which clearly forecasts employee output, departmental productivity and organizational success Herzbergs' claim was that the job should be designed or assigned in such a way that it aid in enhancing their growth in competence, achievement, advancement, recognition and responsibility (Abid, et al, 2013).

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  4. ArunikaJune 8, 2020 at 10:55 PM

    Agreed to your above said and want to add more.
    every employee do not wants a challenging job with variety and decision-making responsibility. Some people are contented to work on jobs of simple routine natures people also vary in their need for social interaction. Some prefer to work along while others do better working as part of a group. Many times,
    management places people on jobs for which they are either under qualified or overqualified. Consequently, the under qualified worker is frustrated because he lacks the skills to meet the job demands. And the overqualified worker is also frustrated because he finds his job dull and boring.
    A major role of work design is in the improvement to quality of working life of the employee. In some organizations, significant improvements to quality of working life could occur when such features as job enlargement and job enrichment are put into practice and the employee’s adjustment with the changes may result in his satisfaction with the job (Onimole, 2015).

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    1. Gayani DissanayakeJune 13, 2020 at 1:49 AM

      Thank you for adding your views Arunika. Yes. In any organization, jobs are designed according to established procedures that are arranged by experts in the respective job type in that organization. These procedures help save time, effort, and improve the quality of output as well as increase the staff satisfaction and decrease staff turnover. After all of the work is designed, employees acquire a feeling of task identity and task significance and are supplied with a variety of skills, autonomy, and feedback that could increase staff motivations and job satisfaction (Al-Maabadi Rn, Salemm & Baddar, 2018).

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  5. Manuja WijenayakeJune 23, 2020 at 1:49 AM

    Interesting point of view Gayani. Oghojafor (2012) stated, the effect of job design on job satisfaction should never be underestimated. Any attempt to assume that job design is irrelevant to productivity and performance is hazardous to the good name and long-term survival of any organization because absenteeism, high turnover of labor and low performance will each take its toll on the organization.

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    1. Gayani DissanayakeJuly 20, 2020 at 7:38 PM

      Thank you Manuja for your view, According to Mullins (2005) Job design is concerned with the relationship between workers and the nature and content of jobs, and their task functions. It attempts to meet people’s personal and social needs at work through reorganization or restructuring of work. There are two major reasons for attention to job design:
      • to enhance the personal satisfaction that people derive from their work; and
      • to make the best use of people as a valuable resource of the organization and to help overcome obstacles to their effective performance.

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  6. DILUSHA GURUGEJuly 19, 2020 at 3:37 PM

    Agree with you Gayani. Job design is in fact a combination of job content and the work method which has been adopted in the performance of the job (Durai, 2010). There are various job-design techniques. The main techniques are (Armstrong, 2003): job rotation, job enlargement, job enrichment, self-managing teams (autonomous work groups) and high performance work design.

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    1. Gayani DissanayakeJuly 20, 2020 at 7:42 PM

      Thank you Dilusha for adding your view, A useful perspective on the factors affecting job design and motivation is provided by Hackman and Oldham’s (1974) job characteristics model (Armstrong 2010). The positive effects of motivational job design include increasing job satisfaction, increasing job involvement, and decreasing absenteeism among employees (Al-Maabadi Rn, Salemm & Baddar, 2018).

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  7. Loshitha De AlwisJuly 19, 2020 at 4:15 PM

    In terms of job designing Ashmos & Duchon (2000) recognizes that employees have both a mind and a spirit and seek to find meaning and purpose in their work, and a desire to connect with other human beings and be part of a community, hence making their jobs more meaningful and motivating employees to perform at a high level with a view to personal and social development.

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    Replies
    1. Gayani DissanayakeJuly 20, 2020 at 6:29 PM

      Thank you Loshitha for your review. Further Managers play a significant role in job design because often they are the people who establish jobs and their design components. They must make sure that job expectations are clear, that decision-making responsibilities and the accountability of workers are clarified, and that interactions with other jobs are integrated and appropriate (Mathis & Jackson 2011).

      Delete
  8. Arshana Sachintha FernandoJuly 23, 2020 at 8:08 AM

    Gayani its a very resourceful article. flexible working help employee to manage work life and personal life most effectively. This will improve productivity, engagement and reduce unwanted costs (ARMSTRONG & TAYLOR, 2014). From ARMSTRONG & TAYLOR (2014) operational flexibility, multitasking, the use of subcontracting and outsourcing, or introducing working arrangements such as flexible hours, job sharing and homeworking.

    ReplyDelete

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