ADVANTAGE OF JOB DESIGN

Job design

Job design is the process of formation of structure to work activities. This is a systematic process of organizing specific job. It is thus, the logical sequence of job analysis which provides the job related data and skill requirement of the incumbent.

ADVANTAGE OF JOB DESIGN 

Job Satisfaction

Job  satisfaction  is  defined  as  the  positive  and  negative  attitudes  that  the  individual  has  for  his/her  work (Koustelios and Kousteliou, 2009). (1976, as  cited  in  Zournatzi  et  al.,  2006, p.  19) Locke  has identified  job satisfaction as a pleasurable or positive emotional state resulting from the appraisal of one's work or work experience. The fact  is that  there  is not  a  single and  unique  definition for  job satisfaction,  since  it is  a  multidimensional concept,  as indicated by Zournatzi et al. (2006). 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 and Kousteliou, 2001). Additional  factors  associated  with  job  satisfaction are  the  reduction of  errors  in the  workplace,  and the  intention  of employees to leave their jobs (Zournatzi et al., 2006). Furthermore, 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), the ability to  perform  one’s tasks effectively and in accordance to ones perceptions of self efficacy (Greasley et al., 2005), the workplace climate (Shuck et al., 2011), the economic  incentives  (Stringer  et al.,  2011),  achievement,  interpersonal  relationships,  and  general working  conditions (Halepota  and Shah,  2011).  Especially in  the leisure  services,  such as  sport,  Young et  al.  (2013) argue  that  working conditions, work environment and resources and employee benefits are related positively to job satisfaction. In relation to the above analysis, job satisfaction is closely related to both role ambiguity and role conflict, which are in turn related to job design. The role ambiguity is associated with the uncertainty experienced when the employee does not know the requirements of his/her work, how to achieve them and how he/she expects others to  behave in the same work. The role conflict exists when different people or different groups of persons with whom the employee interacts (e.g., family, colleagues, friends, parents) have conflicting expectations for behavior (Amarantidou and Koustelios, 2009). The study of  Ayub and Rafif (2011) concluded  that there is  a positive  correlation between job satisfaction  and motivation. Various factors, both tangible and intangible, affect the satisfaction that individuals derive from their work. For example, Schultz  and Schultz  (1998,  as cited  in  Ayub and  Rafif,  2011) advocate  that job  satisfaction  include the  positive  and negative feelings of employees about  their jobs,  where motivation plays a crucial role. For this reason, the next section discusses the various motivation theories, so as to better understand the important role of job enlargement and design on employees’ motivation.

References

1.   Amarantidou,  S., &  Koustelios,  A. (2009).  Differences  in the  levels  of job  burnout, role  ambiguity and  role conflict in physical education teachers. Management of Sport and Leisure, 6:2, 20-33 ,/m                               

2.   ousteliou, I. (2001). Job satisfaction and job burnout in the education. Psychology, 8:1, 30-39

3.   Stringer, C.,  Didham, J., &  Heivananthampillai, P. (2011). Motivation,pay satisfaction, and  job satisfaction on front – line employees. Qualitative Research in Accounting & Management, 8:2, 161 – 179

4.   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

5.   Greasley,  K., Bryman,  A.,  Dainty, A.,  Price,  A.,  Soeanto,  R., &  King,  N.  (2005).  Employee  perceptions of empowerment. Employee Relations, 27:4, 354 – 368

6.   Joensson,  T. (2008).  A  multidimensional  approach  to employee  participation  and  the association  with  social identification in organizations. Employee Relations, 306, 594 – 607

7.   Halepota, J.A., &  Shah, N.  (2011). An  empirical investigation  of organizational  antecedents on  employee job satisfaction in a developing country. Transforming government: People, Process and Policy, 5:3, 280 – 294