Complete Material Cost #3,000
Order for Complete Material now
Abstracts
The study was determined to examine the relationship between job design and organizational Productivity in selected Manufacturing firms in Port Harcourt. In this study, we have employed the survey research design that is cross sectional. In this study, the total population is made up of 100 employees from operating firms in the manufacturing industry in Port Harcourt, Rivers State as follows: Indorama petrochemicals. = 50, Zina Polythene Limited = 50. The Yaro Yemen’s formula was used to determine the sample size of 80. A self designed questionnaire was used for the collection of data. the simple percentage was used to analyse the response. The Chi-square statistical tool was used to test the hypotheses. Findings reveal that there is a significant relationship between job design and organizational productivity in selected manufacturing firms in Port Harcourt. Based on the findings of the study summary, conclusion and recommendations were made that Managers or the human resources department of the manufacturing firms should study the psychology of employees before designing jobs, assignments and tasks for them, Employees should be interviewed at the time of recruitment to hire the desired employee whose psychology fits the existing job design, Existing valued employees also should be analyzed to provide them better job design to enhance their efficiency and retain them within the organization by delighting them and Employees should be involved in the process of designing their job characteristics that suits to their psychological perceptions.
Table of Contents
Title Page……… i
Declaration.. iii
Certification iv
Dedication…………. v
Acknowledgement vi
Abstracts………… vii
Table of Contents viii
List of Tables x
List of Figures xi
CHAPTER 1 1
INTRODUCTION 1
1.1 Background of the study 1
1.2 Statement of the Problems 3
1.3 Objectives of the Study 4
1.4 Research Question 4
1.5 Research Hypotheses 5
1.6 Significance of the Study 5
1.7 Scope/Delimitation of the study 5
1.8 Definition of Terms 6
CHAPTER 2 8
LITERATURE REVIEW 8
2.1 Conceptual Framework 8
2.1.1 Concept of Job Design 9
2.1.2 Dimensions of Job Design 9
2.1.3 Concept of Organizational Productivity 11
2.1.4 Measures of Productivity 12
2.1.5 Job Design and Organizational Productivity 14
2.2 Theoretical framework 16
2.3 Empirical Framework 17
CHAPTER 3 23
RESEARCH METHODOLOGY 23
3.1 Research Design 23
3.2 Population of the Study 24
3.3 Sample and Sampling Techniques 25
3.4 Source and Method of Data Collection 26
3.5 Data Analytical Method 27
3.6 Reliability and Validity 27
CHAPTER 4 28
DATA PRESENTATION AND ANALYSIS 28
4.1 Data Collection and Presentation 28
4.2 Data Analysis 29
4.3 Hypothesis Testing 33
4.4 Discussion of Findings 36
CHAPTER 5 39
SUMMARYS, CONCLUSIONS AND RECOMMENDATIONS 39
5.1 Summary 39
5.2 Conclusions 39
5.3 Recommendations 40
References………. 41
Appendix I ……………………………………………………….…………44
Appendix II 45
CHAPTER 1
INTRODUCTION
1.1 Background of the study
Productivity involves goal attainment. It is the successful transfer of input to output at the lowest possible cost. Productivity implies both efficiency and effectiveness (Nwachukwu, 2008).
Mah’s(2008) defined productivity as the measure of how well resources are brought together in organization and utilized for accomplishing a set of goals. It involves reaching the highest level of performance with the least expenditure of resources.
Job design has been one of the most effective tools used for optimizing an organizational productivity. It can be defined as changing the content and processes of a job to increase an employee’s satisfaction, motivation and productivity Knapp and Mujtaba, 2010). Effective Job design is measure of the degree to which the employee is involved in his tasks and assignments. Many researchers have analyzed the relationship of job design and organizational productivity and concluded that there is a strong positive relationship between them. Job design is not a new concept, it has been discussed in early 20th century by Fredrick Taylor and then by his predecessors a lot of work has been done on the role of job design and organizational productivity but this concept failed to attain much attention from managers. This led to a decrease in the productivity of many organizations facing opportunity cost and productivity below optimum level. It is believed that now-a-days most of the employees are not happy with their job design or not assigned with the tasks that they feel encouraged and motivated to perform. An effective job design brings involvement of an employee in work related activities which clearly forecasts employee output, departmental productivity and organizational success (Bates, 2004; Harter, 2002; Baumruk, 2004).
This study emphasizes on the role of an effective job design on organizational productivity and giving an initiative to managers on how the psychological perception of employees about an effective job design can help to involve them in their work and leads them towards higher performance.
Employee’s job involvement and performance increases if the job design is aligned with the employee psychological requirements and perceptions. An effective job design for the employees can increase their involvement in the job, they enjoy performing tasks and exert all cognitive, emotional and physical energies to achieve goals (Khan, 1992). According to Khan, engaging their physical, cognitive and psychological presence leads employees to full performance (Khan, 1990). Employees with a job design due to their determination, invest their hand, head and heart to job (Ashforth& Humphrey, 1995).
Job design plays a crucial role in the achievement of organizational as well as personal goals. Job design is defined as specifying the contents or methods of any job in such a way that various requirements of the job holder can be effectively satisfied (Buchanan, 1979). These requirements may include social, technological, personal and organizational desires.
Job design is related to the process of transformation of inputs to outputs and it also takes into consideration the human factors as well as organizational factors which are of very much importance in the achievement of desired performance (Judge and Church, 2000). When employees get involved and are familiar with the job design they become more motivated to take active part in the achievement of organizational goals and as a result performance of employees increases which positively impacts the outcomes.
Job design of one’s own choice brings Involvement, satisfaction and motivation. Such employees bear more pain for their work, they enjoy their work and stay extra hours willingly. They consider work as virtue for them and a part of their lives they feel that they are getting what they want from their jobs and fulfill their duties as ethical responsibility. These motivated, involved and delighted behaviors tend to enhance performance and ultimately organizational productivity. On the contrary if the employees are not satisfied with their job design they feel exhausted and unwilling to work properly only for the sake of organizational goals. Frustrated employees do not utilize all their efforts instead they waste their time in non-productive issues-this is what happens in mostly public sector organizations. These types of employees destroy the organizational culture. Dissatisfied and de-motivated employees become a burden for the organization if they remain and if they quit or shift to another company they cause high employee turnover cost for the organization.
1.2 Statement of the Problems
The underlying basis for the research is about how employees tend to view and enjoy their work and its impact on organizational productivity. The major problems organizations face are whether organizations’ staff are motivated to perform on their jobs and whether employees find their work interesting and meaningful.
While there are contributions in the area of job design and its effect on organizational productivity (Lawler, 2006), a relatively few studies attempt to combine the two relationships into a larger relational flow between job design and organizational productivity. Vroom, (1964) proposed that people are motivated by how much they want something and how likely they are to get it. He suggested that motivation leads to effort and the efforts combined with employee’s ability together with environmental factors which interplay shall result in organizational productivity.
It is in furtherance of this that this study reviews literature from a number of studies that attempts to outline how the design of a job can affect organizational productivity.
1.3 Objectives of the Study
The main objective of the study is to examine the relationship between job design and organizational productivity. The specific objectives are as follows;
- To examine the relationship between skill variety and organizational productivity in selected manufacturing firms in Port Harcourt.
- To examine the relationship between task identity and organizational productivity in selected manufacturing firms in Port Harcourt.
- To examine the relationship between task significance and organizational productivity in selected manufacturing firms in Port Harcourt.
1.4 Research Question
- To what extent is skill variety related with organizational productivity in selected manufacturing firms in Port Harcourt?
- To what extent is task identity related with organizational productivity in selected manufacturing firms in Port Harcourt?
- To what extent is task significance associated with organizational productivity in selected manufacturing firms in Port Harcourt?
1.5 Research Hypotheses
HO: There is no significant relationship between job design and organizational productivity in selected manufacturing firms in Port Harcourt.
HA: There is a significant relationship between job design and organizational productivity in selected manufacturing firms in Port Harcourt.
1.6 Significance of the Study
This study is significant in the following ways;
Firstly, it will assist the organization to continually plan for the good of their employee’s and to ensure that employee’s job is design in such that they will be highly motivated for the good of the organization.
Others who will benefit from this study include managers, business organizations, higher institutions and the society in general.In the next segment scope and limitation of the study will be discussed.
1.7 Scope/Delimitation of the study
The study is delimited under the following heading: content scope, geographical scope and unit of analysis.
Content Scope : The content scope of this study involves an investigation to ascertain the relationship between job design and organizational productivity. The independent variable is job design measure by skill variety, task identity and task significance. While dependent variable is organizational productivity, measures by Profitability, Effectiveness and market share.
Geographical Scope: This study is delimited in Port Harcourt Metropolis with special reference to some selected manufacturing firms which include Indorama petrochemicals and Zina Polythene Limited.
Unit of Analysis: The unit of analysis in this research involves the individuals at the time of carrying out the study.
This study involves an investigation of job design in relation to organizational productivity; hence it is a micro level study.
1.8 Definition of Terms
EFFECTIVENESS
Organizational effectiveness is defined in many ways depending on the organizations goals and objectives in today’s market and also is dependent on the industry.
JOB DESIGN
Job design plays a crucial role in the achievement of organizational as well as personal goals. Job design is defined as specifying the contents or methods of any job in such a way that various requirements of the job holder can be effectively satisfied.
MARKET SHARE
It is the percentage of a market accounted for by a specific entity. Market share refers to a company’s portion of sales within the entire market in which it operates.
ORGANIZATIONAL PRODUCTIVITY
Productivity is critical for the long-term competitiveness and profitability of organizations. Studies have showed that the experience of work-life balance is positively related to employees’ performance and organizational performance as well.
PROFITABILITY
Profitability is the state of yielding financial profit or gain. It is often measured by price to earnings ratio.
SKILL VARIETY
This is the ranges of relevant skills and abilities possessed by an employee to perform a specific job.
TASK IDENTITY
Task identity is the degree to which a job requires completion of a “whole” and identifiable piece of work.
TASK SIGNIFICANCE
This is a measure of impact that determines an extent to which an employee’s measurable and identifiable task affects tasks of other employees within or outside their organization.
Complete Material Cost #3,000
Order for Complete Material now