Impact of Job Design on Managerial Employees’ Job Performance in Apparel Sector in Sri Lanka

   

Job design plays significant role for optimizing employee performance. In order to increasing job satisfaction and motivation of employees it is important to focusing on job design. Effective job design measures of the degree which employee is involved in task and assignments. Even though job design is not a new concept it has failed to attain much attention from managers. (Zareen, Razzaq, Mujtaba, 2013) Thus, it is important to examine the impact of job design on job performance. Even though many researches have done studies factors affecting job performance, many of them included training, motivation, employee satisfaction, (Hijr & Haleem, 2017; Zhangpeidi, 2016; Hailesilasie, 2009) it has few empirical evidence to examine the impact of job design on job performance. There is no study to examine the impact of job design on job performance on managerial employees in apparel sector in Sri Lanka or Matale District, hence this study within Sri Lankan context is a new thing. Factors affecting job designs empirically studied dimensions indicate organizational factors, environmental factors and behavioral factors, (Rajaguru, 2019) work flow, autonomy, work practice (Sinha, 2017) Job rotation, job enrichment and job enlargement (Zareen, Razzaq, Mujtaba, 2013)

Employee Performance

Well performing employees contribute to the efficiency and success of the organization. (Hameed & Wasead, 2011) Quality of work will refers completion of the task on time with desired standards. The working quality can be carried out through the employee maximum commitment to perform task, employee positive attitudes to meeting organization’s expectation being understand personal performance objectives. (Zhangpeidi, 2016) Organizational optimal performance depends on human resources attempts in order to develop organizational capabilities of employees. Performance is considered as behavior or a method which operates based on the organizations, groups and individuals. In other words, performance is behavior by determined indicators which can be evaluated positively or negatively for employees (Saravani & Abbasi, 2013).

 Job Design

 Goncalves, (2015) Job design is a key element that defines the individual’s relationship to their work and organization and has been suffering numerous changes over the years. In fact, in the early job design research, companies were only focused on job simplification in order to require less skilled and cheaper workforce, assuring the elimination of all unnecessary movement to execute a particular task, in order to achieve the most efficient ways of performing work activities. However, due to several reasons like technological revolution and changes of organizational demands, nowadays companies are designing and applying different kinds of work organization such as working in teams rather than individually and increasing the challenge inherent to every job. From a conceptual perspective, job design is defined as determining the specific job content, the methods used at work and the relationships between jobs to correspond the firm’s technological and organizational and the employees’ social and personal expectations (Kaymaz, 2010). skill variety is to the extent to which the job requires the employee to draw from a number of different skills and abilities as well as on a range of knowledge. (Ajgaonkar et al., 2012) Skill variety is a job characteristic, which workers are required to perform a variety of skills to achieve in the assigned work (Tungkiatsilp, 2014). Task identity measures the degree to which a job requires the completion of an identifiable piece of work. This would involve doing a job from beginning to end with a visible outcome. Task identity is important for works to find their work meaningful. Employees must feel that the work they perform is their own, and must feel personally responsible for whatever successes and failures occur as a result of the work According to Ajgaonkar et al., (2012) task significance involves importance of the task. Task significance is the degree to which a job has substantial impact on the lives of other people either in the immediate organization or external environment. Feedback is the measure of the degree to which performing the work activities results in the job incumbents obtaining direct and clear information about the effectiveness of their performance. By providing information on task performance, feedback can increase knowledge acquisition for complex tasks (Folami& Jacobs, 2005)

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