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JOB DESIGN AND EMPLOYEES’ PERFORMANCE IN STANDARDS ORGANISATION OF NIGERIA (SON), SOUTH EAST, NIGERIA

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Product Code: 00009650

No of Pages: 149

No of Chapters: 1-5

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ABSTRACT


This study investigated the effect of job design on employee performance in Standards Organization of Nigeria (SON) South East Nigeria using a cross sectional research survey. The specific objectives of this study are to investigate how job rotation, enlargement and enrichment influence task and adaptive performance of employee in Standards Organization of Nigeria, South East Region. The target population of this study consists of two hundred and seventeen (217) staff of SON in South East Nigeria comprising Enugu, Ebonyi, Anambra, Imo and Abia State. A sample size of one hundred and forty one (141) was derived using Yamane (1962) formular. The source of data collection used in this study was both primary and secondary sources of data. Face and content validity was employed to ascertain the validity of the instrument. Cronbach alpha was used to determine the reliability of the study instrument. Frequency was used to analyze respondent demographic characteristics while linear regression and multivariate analysis of variance (MANOVA) were used to analyze the hypotheses. The findings of this study revealed that job design has positive significant effects on employee performance in Standards Organization of Nigeria. In specific terms, it was found that job rotation and enlargement has positive significant effects on employee performance. This study has contributed to the body of knowledge on job design and employee performance as job design was found to be a predictor of employee performance in Standards Organization of Nigeria, South East Region. Another contribution to knowledge of this study is that, job rotation and job enlargement are strategies that organizational leaders can use to enhance the performance of their employees.







TABLE OF CONTENTS

Title Page                                                                                                                    i

Declaration                                                                                                                 ii

Certification                                                                                                                iii

Dedication                                                                                                                  iv

Acknowledgments                                                                                                      v

Table of Contents                                                                                                       vi

List of Tables                                                                                                              x

List of Figures                                                                                                             xi

Abstract                                                                                                                       xii

                                                                       

CHAPTER 1: INTRODUCTION                                                                            1

1.1       Background to the Study                                                                                1

1.2       Statement of the Problem                                                                               2

1.3       Objectives of the Study                                                                                  4

1.4       Research Questions                                                                                        4

1.5       Research Hypotheses                                                                                      5

1.6       Significance of the Study                                                                               6

1.7       Scope and Limitation of the Study                                                                 6

1.8       Limitation of the Study                                                                                   7

1.9       Operational Definition of Terms                                                                    7

 

CHAPTER 2: REVIEW OF RELATED LITERATURE                                     9

2.1       Conceptual Review                                                                                         9

2.1.1    Job design                                                                                                       9

2.1.2    Benefits of job design                                                                                     18

2.1.3    Approaches of job design                                                                               18

2.1.4    Factors affecting job design                                                                           20

2.1.5    Models of job design                                                                                      26

2.1.6    Indicators of job design                                                                                  35

2.1.7    Job rotation                                                                                                     35

2.1.8    Objectives of job rotation                                                                               38

2.1.9    Benefits of job rotation                                                                                   40

2.1.10  Planning and implementing successful job rotation                                       41

2.1.11  Job enrichment                                                                                               42

2.1.12  Characteristics of job enrichment                                                                  43

2.1.13  Job enlargement                                                                                             45

2.1.14  Benefits of job enlargement                                                                           49

2.1.15  Job engineering                                                                                              50

2.1.16  Socio-technical systems                                                                                 52

2.1.17  Employee performance/indicators of performance                                        52

2.1.17.1Task performance                                                                                          56

2.1.17.2Adaptive performance                                                                                   57

2.2       Empirical Review                                                                                           60

2.2.1    Effects job rotation on task performance                                                       61

2.2.2    Effects of job rotation on adaptive performance                                            61

2.2.3    Effects of job enlargement on task performance                                            62

2.2.4    Effects of job enlargement on adaptive performance                                    63

2.2.5    Effect of job enrichment on task performance                                               64

2.2.6    Effects of job enrichment on adaptive performance                                      65

2.3       Theoretical Framework                                                                                  72

2.3.1    Socio-technical systems theory                                                                      72

2.3.2    Herzberg's motivator-hygiene theory                                                             74

2.3.3    Hackman and Oldham job characteristics theory                                         75

2.3.4   Process improvement theory                                                                        76

2.3.5    Techno-structural change theory                                                                  77

2.3.6    Activity theory                                                                                                79

2.3.7    Adaptive structuration theory                                                                         80

2.3.8    Goal setting theory                                                                                         82

2.3.9    Application of theoretical framework                                                            84

2.4       Gap in Literature                                                                                            85

2.5       Summary of Literature Review                                                                      85

 

CHAPTER 3: RESEARCH METHODOLOGY                                                   88

3.1       Research Design                                                                                             88

3.2       Sources of Data                                                                                               88

3.3       Population of the Study                                                                                  88

3.4       Sample Size Determination                                                                            89

3.5       Sampling Procedure                                                                                       89

3.6       Validity of the Instrument                                                                              89

3.7       Reliability of the Instrument                                                                          91

3.8       Method of Data Analysis                                                                                92

 

CHAPTER 4: DATA PRESENTATION AND RESULTS                                   95

4.1       Data Presentation                                                                                            95

4.2       Analysis of Specific Objectives                                                                     105

4.2.1    Job rotation and task performance in Standards Organization of Nigeria,

            South East Region.                                                                                         105

4.2.2    Job rotation and adaptive performance in Standards Organization of

            Nigeria, South East Region.                                                                           106

4.2.3    Job enlargement and task performance in Standards Organization

            of Nigeria, South East Region.                                                                       107

4.2.4    Job enlargement and adaptive performance in Standards Organization of           Nigeria, South East Region.                                                                           108

 

4.2.5    Job enrichment and task performance in Standards Organization of Nigeria,       South East Region                                                                                          109

4.2.6    Job enrichment and adaptive performance in Standards Organization of

            Nigeria, South East Region                                                                            110

4.3       Discussion of Findings                                                                                   113

 

CHAPTER 5: SUMMARY, CONCLUSION AND RECOMMENDATIONS     116

5.1       Summary                                                                                                        116

5.2       Conclusion                                                                                                      117

5.3       Recommendations                                                                                          118

5.4       Contributions to Knowledge                                                                          118

5.5       Suggestions for Further Studies                                                                     119

References                                                                                                     

Appendices

 

 

 

 

 

 

 

 

LIST OF TABLES


3.1:      Population distribution                                                                                   89

3.2:      Cronbach α instrument reliability                                                                   91

 3.3:     Questionnaire administration                                                                         91

 4.1:     Demographics characteristics of participants’                                               95

 4.2:     Analysis of job rotation research questions                                                    99

 4.3:     Analysis of job enlargement research questions                                            101

 4.4:     Analysis of job enrichment research questions                                              102

 4.5:     Analysis of task performance research questions                                           103

 4.6:     Analysis of adaptive performance research questions                                      104           4.7:             Job rotation and adaptive performance                                                   105                                                    

 4.8:     Job rotation and task performance                                                                  106 

 4.9:     Job enlargement and task performance                                                          107

 4.10:   Job enlargement and adaptive performance                                                   108

 4.11:   Job enrichment and task performance                                                                        109

 4.12:   Job enrichment and adaptive performance                                                     110

 

 

 

 

 

 

 

 

 

 

LIST OF FIGURES

2.1:      Goal setting theory                                   83

4.2:      Bar chart showing the gender distribution of participants                                   98

4.3:      Bar chart showing the distribution of age bracket of participants                       98

4.4:      Bar chart distribution showing educational qualifications of participants     99

 

 

 


 

 

CHAPTER 1

INTRODUCTION


1.1       BACKGROUND TO THE STUDY

The success and performance of Standards Organization of Nigeria (SON) is mostly dependent on how well the job of its employees is designed to enable them to achieve their objectives such as the certification of industrial products, assist in the production of quality goods across the country, setting product standards, measurement accuracy and provision of information relating to standards. Thus, for employees of Standards Organization of Nigeria, especially those working within South East Regional offices situated in Abia, Anambra, Imo, Ebonyi and Enugu States to effectively carryout the goals of the Organization, the job must be designed in a way that it will enhance their performances and increase their satisfaction through job rotation, job enlargement and job enrichment (Akpa and Akinlabi, 2017). In support of the above argument, McShane and Von Glinow (2018) contended that the three major job design approaches that can enhance the skills and potentials of employees on jobs are job rotation, job enrichment, and job enlargement. Teryima and Abubakar (2018) stressed that efficient job design will lead to more job satisfaction and employee’s performance. Therefore, for Standards Organization of Nigeria whose main objective is to prepare standards for products, measure materials, promote standards, certify products; evaluate production of quality goods; and improve measurement accuracy and dissemination of information related to standards to the public can only achieve the above objectives if the jobs of its employees are well designed (Uduji, 2013). It has been shown that job design techniques such as job rotation, job enlargement and job enrichment enhance employee job satisfaction and performance (Abid, Ambreen, Kashif, Abdul and Abdul, 2013).

However, job design has a critical positive effect on Organizations and employee performance. Supporting the above argument, Aswathappa (2013) argued that from the Organization’s perspective, the way tasks and responsibilities are grouped can affect productivity and costs; secondly, jobs that are not satisfying or are too demanding are difficult to fill and thirdly, boring jobs may lead to a higher turnover. For an employee, motivation and job satisfaction are affected by the match between job factors (content, qualifications and rewards) and personal needs (Aswathappa, 2013). In another development, Salau, Adeniji and Oyewunmi (2014) affirmed that employees can only derive satisfaction from jobs that they perceive will add value to their career. It has been shown that the ability to attain and accomplish the goal of an organization is associated with the composition of tasks of an individual employee through a coordinated job design that will encourage performance using various motivational methods such as job rotation and job enlargement (Behson, Eddy and Lorenzet, 2000).

In line with the above, employee performance in Standards Organization will not be sustainable if the job design approaches are not properly utilized. It is against this premise that the researcher investigated the effects of job design on employee performance in Standards Organization of Nigeria, South East Region.


1.2       STATEMENT OF THE PROBLEM

Standards Organization of Nigeria is a government agency saddled with the responsibility of ensuring among other things, that no fake or substandard product exist in the in the Nigerian market. But a visit to the various markets, especially in the South East, the existence of fake and substandard products is on the increase and very visible. Thus, the people in essence have not felt the impact of the organization which maybe as a result of low productivity. The problems of job dissatisfaction in most organization including Standards Organization of Nigeria South East Regional offices seem to have resulted in employees’ low performance, ineffectiveness, inefficiency, inability to learn new skills which result in poor service delivery; work stress which causes death or body system breakdown, absenteeism and lateness are common maladies noticeable in most government agencies. One possible reason for this development is that employees in some organizations including Abia, Anambra, Ebonyi, Enugu and Imo states offices of Standards Organization of Nigeria viewed their jobs as probably lacking some motivational ingredients which most agencies of government used to have. Having established the above view, it was also observed that human resource department of SON employed job design mechanisms to motivate its employees across geographical zones. These mechanisms are job rotation, job enlargement and job enrichment.

 

It is based on the above significance of job design motivational tools that human resource department of SON ensures that every employee job is rotated, enlarged and enriched so that employee performance on task as well as when there is changes can be enhanced.

On another hand, employees that find it very difficult to adapt when there is an introduction of new methods or technology cannot perform very well in the midst of economic turbulence (Hawa, 2018). In support of the above argument, Teryima and Abubakar (2018) opined that organization that fails to implement job design will spend more money in training its employees in the future. Salau, Adeniji and Oyewunmi (2014) also added that for any organization to make positive progress in terms of performance as well as retention of its employees, job design is the key to do so.

 

However, in order to find out if job design motivational tools actually motivate employees in SON, this study, therefore investigates the effects of job design on employee performance by using job rotation, job enlargement and job enrichment as indicators of job design while task performance and adaptive performance represent the indicators of employee performance in Standards Organization of Nigeria, South East Region (Abia, Anambra, Imo, Ebonyi and Enugu states) with the preceding objectives hereunder.

 

1.3       OBJECTIVES OF THE STUDY

The main objective of this study was to investigate the effects of job design on employee performance in Standards Organization of Nigeria (SON), South East Region. Specifically, the study sought to;

i.         Ascertain the socio-economic characteristics of the respondents from Standards Organization of Nigeria, South East Region.

ii.         Investigate the effects of job rotation on task performance in Standards Organization of Nigeria, South East Region.

iii.         Examine the effects of job rotation on adaptive performance in Standards Organization of Nigeria, South East Region.

iv.         Investigate the effect of job enlargement on task performance in Standards Organization of Nigeria, South East Region.

v.         Ascertain the effect of job enlargement on adaptive performance in Standards Organization of Nigeria, South East Region.

vi.         Examine the effect of job enrichment on task performance in Standards Organization of Nigeria, South East Region

vii.         Investigate the effect of job enrichment on adaptive performance in Standards Organization of Nigeria, South East Region.


1.4       RESEARCH QUESTIONS

Based on the specific objectives, the following research questions were raised.

i.         How does job rotation affect adaptive performance in Standards Organization of Nigeria, South East Region?

ii.         How far has job rotation affected task performance in Standards Organization of Nigeria, South East Region?

iii.         To what extent has job enlargement influenced task performance in Standards Organization of Nigeria, South East Region?

iv.         How far has job enlargement affected adaptive performance in Standards Organization of Nigeria, South East Region?

v.         What is the effect of job enrichment on task performance in Standards Organization of Nigeria, South East Region?

vi.         What is the effect of job enrichment on adaptive performance in Standards Organization of Nigeria, South East Region?


1.5       RESEARCH HYPOTHESES

From the research questions above, the following null hypotheses were formulated.

HO1: There is no significant effect of job rotation on adaptive performance in Standards Organization of Nigeria, South East Region

HO2: Job rotation does not have a significant effect on task performance in Standards Organization of Nigeria, South East Region.

HO3: There is no significant effect of job enlargement on task performance in Standards Organization of Nigeria, South East Region.

HO4: There is no significant effect of job enlargement on adaptive performance in Standards Organization of Nigeria, South East Region.

HO5: There is no significant effect of job enrichment on task performance in Standards Organization of Nigeria, South East Region

HO6: Job enrichment does not have a significant effect on adaptive performance in Standards Organization of Nigeria, South East Region

1.6       SIGNIFICANCE OF THE STUDY

Significance of this study is divided into theoretical and empirical significance.

For theoretical significance, this study will benefit the academia, students in the Department of Industrial Relations and Personnel Management, Business Administration as a reference material for further research purposes. Human resource management and Business Administration scholars will find this study interesting especially as it will contribute positively to literatures on job design, indicators of job design; employee performance and its indicators. The academia and postgraduate students in the Department of Industrial Relations and Personnel Management including Business Administration Department will have the opportunity to know the theoretical framework underpinning job design and employee performance in this study. This study will open the gap between various trends of studies on job design that have been investigated in different industries to future researchers to examine.

 

The empirical significance of the study is that policy makers in Standards Organization of Nigeria, Federal Government Agencies and Ministries will be enlightened on how job design can improve employee performance through job rotation, job enlargement and job enrichment. Recommendations that will be made in this study will enable managers, administrators in Standards Organization of Nigeria to understand that job design can also be used as an instrument of employee motivation which in turn enhances performance in the workplace.

 

1.7       SCOPE OF THE STUDY

The content scope of this study covered literatures on job design, indicators of job design, approaches, and benefits of job design. The study will cover performance, employee performance, indicators of employee performance, and empirical reviews of past studies on job design as well as theoretical framework that underpin the study.

The geographical scope of this study covered Standards Organization of Nigeria, South East Regional offices in Abia, Anambra, Ebonyi, Enugu and Imo State respectively. Geographically, these states are bounded with South-South states on the South and North-Central States on the North.

The unit scope of the study focuses on the employees of Standards Organization of Nigeria, South East Regional offices in Abia, Anambra, Ebonyi, Enugu and Imo State. This is because the employees are the individuals that will provide adequate information with respect to how job rotation and job enlargement has enhanced their performance.

 

1.8       LIMITATIONS OF THE STUDY

Conducting a research in Nigeria has not always been an easy task, and this research work is no exception. In the course of conducting this research work, the researcher experienced some limitations such as prompt cooperation of respondents and measurement error. These limitations would not affect the outcome of work negatively, since the research adopted measures and relied on estimation techniques used by existing works which had and overcame such limitations. 

 

1.9       OPERATIONAL DEFINITION OF TERMS

 

Adaptive performance: This refers to employee performance during emergencies, crisis situations, change in technology and work methods which he/she is expected to adjust to.

Job: This refers to a set of tasks performed by an employee in the workplace.

Job design: This refers to the process of defining how work will be performed and what tasks will be required in a given job.

Job enlargement: This refers to expansion of the number of different tasks performed by an employee in a single job

Job enrichment: This involves adding more motivators to a job to make it more rewarding. Job becomes enriched when it gives job-holder more decision-making, planning and controlling powers.

Job rotation: Job rotation is a management approach where employees are moved from one or more jobs at regular intervals of time in order to expose them to all verticals of an organization.

Task performance: This refers to the degree to which an employee increases his/her effort to an organizational task under the influence of his/her knowledge, capacity, and role in the organization.

 

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