THE EFFECT OF JOB DESIGN EMPLOYEE SATISFACTION: A STUDY OF SELECTED MANUFACTURING FIRMS IN RIVERS STATE.
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THE EFFECT OF JOB DESIGN EMPLOYEE SATISFACTION: A
STUDY OF SELECTED MANUFACTURING FIRMS IN RIVERS STATE.
TABLE OF CONTENTS
Title Page i
Table of content ii
CHAPTER
ONE
1.1 Background of the study 1
1.2 Statement of the study 3
1.3 Purpose of the study 8
1.4 Research questions 9
1.5 Research hypotheses 9
1.5 Research hypotheses 9
1.6 Significance of the study 10
1.7 Scope and limitation of the study 11
1.8 Organization of the study 11
1.9 Operational definition of terms 12
CHAPTER
TWO: LITERATURE REVIEW
CHAPTER TWO
LITERATURE
REVIEW
2.0 Introduction 15
2.1 Concept of job Design 17
2.2 Concept of employee satisfaction 19
2.3 Theoretical framework 20
2.3.1 theories of job design 20
2.3.2 Theories of job
satisfaction 22
2.4 review of hypotheses development 25
2.5 relationship between job design and job
satisfaction 27
2.6 relationship between job satisfaction and
organization
commitment 28
2.7 Relationship
between job design and organization
Performance 30
2.8 Relationship
between job satisfaction and organizational
performance 31
2.9 Moderating influence of technology on the
relationship between job design and employee satisfaction 32
2.10 Possible indication of job satisfaction 36
2.11
possible indication of job dissatisfaction 40
2.12
forms of job design 42
2.13
job characteristic model 45
2.14
emerging new forms of job design 54
2.15
factors affecting job design 57
2.16
Effect of job design on employee satisfaction 59
2.17 benefits of job design to employee and
organization 63
2.18
Existing gap in the literature 63
2.19 summary of literature review 64
CHAPTER THREE
3.0 Introduction 72
3.1 research design 72
3.2 Sample size and sampling technique 73
3.3 Population of the study 73
3.4 Data collected method 74
3.4.1 Questionnaire
design 75
3.4.2 Interview 75
3.5 Operational measures of the variables 75
3.6 Reliability and validity of research
instruments 77
3.7 Data analysis technique 78
CHAPTER ONE
1.1
BACKGROUND
OF THE STUDY
The
concept of job design and its effects on employees job satisfaction is not a
recent phenomenon in research (Hom and Kinicki, 2001; Lu and Lin 2002; Bernhard
and Sverke, 2003). Jobs in any organization are designed following established
procedures. These procedures were arranged or design by managers in the
organization who are professionals or experts in any specific job type. The
more these procedures save time, effort, and improve output quality, the better
for the organization and their employees as it increase employee job
satisfaction, and reduces labor turnover in any organization. Job design is a very
important issue in human relations. After all, designing work so employee
achieve a sense of task identity and task significant and are provided with
skill variety, autonomy and feedback stimulate motivation and by extension, job
satisfaction (Hodgetts and Hagar, 2005).
The
organization of a job and its attendant tasks can complement positive physical
work station design, or detract from it. In this regards, Hackman and Oldman
(1976), incorporated into their research on job design, as variables, needs of
individuals and the intensity with individuals strive to satisfy such needs.
Skill variety enables a worker to vary the task performed and to change
position at various times during the day. This variation provides a change in
mental activity as well as physical well/being through movement and changes in
body posture. It provides some variety of pace, methods location and skills.
Job autonomy is the extent to which an individual can control his or her work.
When management set rigid standards, organize the work to last detail,
prescribes methods and supervises the work closely, job autonomy is low
however, if after objective and general rules are set and employees are free to
set their own pace and do that job as their think best, then job autonomy is
high.
The
above dimension can be combined into an overall measure of job enrichment. Job
enrichment attempts to increase both the number of the tasks a worker has over
the job. To implement job enrichment HRM must remove some controls from the
job, delegate more authority to employees, and structure the work in complete
natural units. These changes increases employee satisfaction and satisfied
employees tend to be more productive, creative and committed to the
organization.
Job
satisfaction is one of the most studied concepts in the social and behavioral
science. Unfortunately, the numerous research literatures on the topic have not
resolved some important and enduring questions that continue to puzzle the
researchers and managers in a variety of organizations.
Job
satisfaction is defined as “extent to which people like (satisfaction) or
dislike (dissatisfaction) their job (Spector, 1997). This definition suggests
job satisfaction is a general or global affective reaction that individual
holds that their job. Most scholars recognize that job satisfaction is a global
concept comprised of various facets such as employee satisfaction with job
itself, pay, supervisors, and co-workers (judge et al., 2003). Satisfy employee
tend to be more productive, creative and committed to their employees, and
recent studies have shown a direct correlation between staff satisfaction and
patient satisfaction Kaldenberg and Regrut, 1999).
However,
while Black (1978), opined that effective use of human resources is the key to
organizational productive, Nwackukwu (1988), averred that employees
productivity is a function of adequate strength and ability yet the
productivity will fall below expected level because of job dissatisfaction.
1.2 STATEMENT OF THE STUDY
In
Nigeria, the number of manufacturing firms has increased substantially; it is a
pit to say that rapid increase has not matched by a corresponding increase in
efficiency, high productivity and employee satisfaction as revealed by probes
into some of these manufacturing firms. It is against the background of alleged
and proven cases of poor performance, low productivity, high levels of
absenteeism, staff turnover and employee dissatisfaction with their jobs in
some manufacturing firms that the researcher deemed it necessary to joint in
the search for solutions to these problems.
The
ways in which employee’s job or tasks are organized have direct impact on
his/her mental and physical health, as well as on job performance. The organization
of a job and its attendant tasks can complement positive physical work station
design thus, if a worker is satisfied, he or she will be more productive,
creative and committed to his organization. Hence every organization strives to
design employee’s job in such a way that will help in the attainment of
organizational goal. Enriched jobs have high levels of skill variety, task
identity and task significance which influence the extent to which an individual experiences a job as
meaningful. Autonomy in the job influences the extent to which an individual
believes he or she is responsible for the outcome of job execution. Feedback in
the job increases the individual’s knowledge of the actual result of work
activities.
Unfortunately,
some manufacturing firms design employee jobs in such a way that it lacks or
have low level of skill variety, task identity, task significance, autonomy and
feedback about results; therefore, leaving the employee with the option of
being dissatisfaction while doing their jobs.
Skill
variety is the employee’s proficiency that enables him to vary the tasks
performed and to change positive position at various times during the day. This
variation provides a change in mental activity as well as physical well-being
through movement and changes in body posture. It provides some variety of pace,
method, location and skill. But some manufacturing firms design a job in such a
way that it lacks low level of skill variety, employee perform a small number
of repetitive activities, without variety of pace, method, location and skill.
Therefore, leaving employee with the option of dissatisfied.
Task
identity is all about, how task should fit together to make a complete job
since this gives the employee a sense of doing a whole job from the beginning
to the end and with visible outcome. One the other hand jobs in some
manufacturing firms involve only a limited piece of work and hence scores low
on tasks identity and leads to employee job dissatisfaction.
Task
significances how the job perceived to have a substantial impact on the lives
of other people. People like to feel that they have achieved something
meaningful during their working day. It is important for them to see them
importance of the tasks that are performed and their contribution to the
organization. But in some manufacturing firms the image of job in the minds of
employees, bears no significant substance on how employees describe their job
in the public.
Autonomy
give’s the worker freedom, independence and discretion an employee enjoys in
the execution of a job. Where possible employees are encouraged to have input
as to how their jobs are done, the order of tasks and the speed of work. While
in some manufacturing firms, job are design without or little level of autonomy
as the work pace is scheduled and people perform programmed tasks, which leads
to employee job dissatisfaction.
Feedback
is all about how a job provides the employees with direct and clear information
about the effectiveness of task performed. While in some manufacturing firms,
job does not provide constructive information regarding how employees job are
performed. Thereby, reduce intrinsic satisfaction for employee to achieve their
career goals.
To
perform any job an employee should have ability required and along with
ability, the willingness of that employee to perform is also essential. To
create the willingness of employees and to motivate them, managers should
design jobs that motivate the employee and satisfy them on work.
The
researcher therefore, seeks to examine the effect of job design on employee
satisfaction in selected manufacturing firms in Rivers State. Recommendations
will be made base on the knowledge gained from this study for improvement.
The study conceptual framework
is shown in the figure below, this conceptual frame work focuses on the effect
of job design on employee satisfaction and the researcher will examine
technology as the moderator on the effect of job design on employee
satisfaction.
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Source: Research Survey 2014.
Job
itself refers as nature of work, work itself, job characteristics and general
satisfaction.
The
researcher has taken job itself (general satisfaction) as a measure of the
study dependent variable (employee satisfaction). The reason of self (general
satisfaction) is because of flow with job characteristics model taken as a
dimensions for job design. Job itself (general satisfaction) is an overall
measure of the degree to which the employee is satisfied and happy with the job
(Hackman & Oldham, 1975). Job itself (general satisfaction) involves the
variety of task involved in job, the interest and challenges the job generates
and the clarity of the job description/requirements.
1.3 PURPOSE OF THE STUDY
The
study was designed to achieve the following objectives:
v To determine how skill variety relates to
employee satisfaction
v To
find out how task identity relates to employee satisfaction
v To
ascertain how task significance relates to employee satisfaction
v To
establish how autonomy relates to employee satisfaction
v To
examine how feedback relates to employee satisfaction
v To
determine how the technology of the organization moderates the relationship
between job design and employee satisfaction.
1.4
RESEARCH
QUESTIONS
Based
on the statement in the purpose of the study, the following research questions
emerged:
1. To
what extent does skill variety relate to employee satisfaction?
2. In
what ways does task identity relates to employee satisfaction?
3. How
does task significance relates to employee satisfaction?
4. To
what degree does autonomy relate to employee satisfaction?
5. To
what level does feedback relate to employee satisfaction?
6. To
what extent does the technology of the organization moderates the relationship
between job design and employee satisfaction?
1.5 RESEARCH
HYPOTHESES
From
the research question above, the following hypotheses have formulated in this
study for testing:
H01:
There is no significance relationship between skill variety and job itself.
H02:
There is no significant relationship between task identity and job itself.
H03:
There is no significant relationship between task significance and job itself.
H04:
There is no significant relationship between autonomy and job itself.
H05:
There is no significant relationship between feedback and job itself.
H06:
The technology of an organization does not significantly moderate the
relationship between job design and employee satisfaction.
1.6 SIGNIFICANCE OF THE STUDY
This
study is important, because the knowledge gained in the study will be useful to
the students, organizations, government and the society at large.
This
study will be a springboard for the students who may wish to research further
in this area and it will constitute a useful test for both library and the
students of management. The results of this research will give an indication as
to the levels of job dissatisfaction within the said company so that those
factors identified as problematic can be worked on to improve productivity and
quality. The research will help the federal ministry of industry, commerce and
tourism to become aware of the constraints/challenges of manufacturing firms
and to intervene where needs be though the formulation of efficient policy with
respect to manufacturing firms.
When
the findings from this work are utilized organization will become functional,
thus, resulting to the realization of the goals of the society.
1.7 SCOPE AND LIMITATION OF THE STUDY
The
scope of this study covered three main areas; these are the geographical scope,
the context scope and the unit/level scope. The geographical scope of the study
is the selected manufacturing firms in Rivers Sate, the respondent to this
study constituted the management and employees of the organizations. The
context scope covered the extent of relationship between job design and
employee satisfaction in selected manufacturing firms in Rivers State.
Owing
to the fact that researchers in Nigeria generally are usually faced with a
number of personal and environmental challenges, the researcher is no exception
as the researcher may experience time limitation and in-cooperating attitude of
some respondents. However, the survey is subject to bias and prejudice of the
respondent, hence 100% accuracy cannot be assured.
1.8 ORGANIZATION OF THE STUDY
The
study is divided into five chapters, the five chapter are sub-divided into
three parts, the first is the introduction, the second part is data
presentation and analysis and the third part comprise the summary of the study,
findings, conclusion and recommendations. The first part which is the
introduction comprise of chapter one to three in precise terms chapter one is
the introduction, chapter two is the literature review, and chapter three deals
with the research design and methodology. The second part, which is chapter
four, is data presentation and analysis and the third and last part is chapter
five which is the summary of findings, conclusion and recommendations.
1.9 OPERATIONAL DEFINITION OF TERMS
Autonomy:
is the extent to which an individual can control or her work.
Employee Satisfaction:
The extent to which employees like (satisfaction) or dislike (dissatisfaction)
their jobs in an organization.
Feedback:
Is the degree to which a job provides the employees with direct and clear
information about the effectiveness of task performed.
Interaction:
Is the relationship between employee also between the supervisor and employee
in an organization.
Job Design:
specification of content, method, and relationship of jobs in order to satisfy
technology and organizational requirements of the job holder.
Job enlargement:
Assigning workers additional same level activities, thus increasing the number
of activities they perform.
Job Enrichment:
Involving the workers to managerial functions of the higher ranks.
Job Rotation:
The process of switching a person from job to job which increases an employee’s
capacity and value to an organization.
Job Simplification:
This is the analysis of job’s most basic components to restructure or redesign
them to make the job more efficient.
Organization:
Is association of two or more individual working together toward a common
purpose under a leadership and authority.
Pay/Reward:
The amount of money either as wages or salaries employees receive in return for
their contribution on the job.
Skill Variety:
Enable a worker to vary the task performed and to enhance position at a various
times during the day.
Task Significant:
The amount of impact that a job has, and the contribution that the job makes.
Task Identity:
The extent to which a job involves the completion of a ‘whole’ piece of work
with end-to-end responsibility.
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