MN7181-Peoples and Organization-

Job Design and Skill Developments to employee Performance


Job performance of employees plays a crucial factor in determining an organization performance (June, and Mahmood, 2011) 

The workplace is not only a place where skills are demanded, it is also a place in which skills formation takes place (Heckman, 2000). 

In fact, workplaces that place high demands on workers’ skills may also be workplaces that support skills development. Complex job designs and jobs designed to inspire  workers while placing high demand on workers’ skills (Pouliakas and Russo, 2015)

a Korean study used the self-reported importance of executing own tasks or peer exchange for skill development found in the Korean company survey (Jeon and Kim, 2012). Finally, human capital accumulation has been indirectly measured by wage increases (after training) in a UK study based on the UK skill survey, which also considered an item tapping whether the job required the job holder to learn new things (Felstead et al., 2010)

Second, empirical analyses of workplace learning have focused on change in performance on a given task or on a narrow set of skills developed through training. For example, a large number of US studies summarized through meta-analysis returned a positive impact of training on knowledge (declarative knowledge) and on the acquisition of specific skills (Colquitt  et al., 2000). Another meta-analytical study (based on about 60 studies) found that job design had a positive relationship with specific measures of performance in specific tasks (Wielenga et al.,2010)

More precisely, the degree of skills development afforded by the workplace is influenced by three broad groups of factors:

 1. individual workers’ characteristics affecting the motivation to engage in learning activities (formal, informal or non-formal) and to learn; 

2. job characteristics: jobs can be designed to encourage workers to draw on their skills and to provide them with learning opportunities in the form of complex problems to be solved and to confront workers with non-routine situations pushing them out of their comfort zone; 

3. workplace characteristics influencing the availability of structured learning opportunities (training, coaching, and opportunities for professional exchanges between peers and colleagues) and support for the workers engaged in learning activities (Hackman and Oldham, 1976) (Parker and Ohly, 2008) (Fuller and Unwin, 2011)



According to the research of peoples Bank Ampara district in Sri Lanka.  This can be extended all state and private Banks of all districts in Sri Lanka. The research studied impact of job design on employee performance. (Malkanthi and Ali, 2016)

This   focuses on addressing the following research problems: 

1. Is there a significant relationship between Job Design and Employees ’Performance? 
2. What factors of job design contribute to proper performance of employees of banks? 

Job design was operationalized into five major dimensions such as skill variety, task identity, task significance, autonomy and feedback.

The sub objective of this study is to recognize the effectiveness of the job design and the degree of occurrence of employees’ performance. The results found that the level of existence of job design and the employees’ performance were moderate level respectively. Another sub objective was to determine the major factors of job design contribute to proper performance of employees of banks. The results of this study showed that major factors of job design are skill variety, task identity, task significance, autonomy and feedback as all the factors were moderate level. Accordingly, the management of banks have to be improved these factors to improve the employees’ performance further. (Malkanthi and Ali, 2016)

Conclusion. 

Job design is more important to organization and effectiveness of the job design and skill development enhance performance of the employees. Thus, job design skills develop employees skill.
As per the this study identified major factors of the job design skill variety, task identity, task significance, autonomy and feedback.


References

Morrison, D., Cordery, J., Girardi, A. and Payne, R., 2005. Job design, opportunities for skill utilization, and intrinsic job satisfaction. European journal of work and organizational psychology, 14(1), pp.59-79. 

Okolo, D., 2018. An exploration of the relationship between technostress, employee engagement and job design from the Nigerian banking employee’s perspective. Management Dynamics in the Knowledge Economy, 6(4), pp.511-531.

Nimalathasan, B. and Brabete, V., 2010. Job satisfaction and employees’ work performance: A case study of people’s bank in Jaffna Peninsula, Sri Lanka. Management and Marketing Journal, 8(1), pp.43-47.

Malkanthi, S.P.S. and Ali, M.A.M.H., 2016. Impact of job design on employees’ performance in people’s banks of Ampara district.

Pouliakas, K. and Russo, G., 2015. Heterogeneity of skill needs and job complexity: evidence from the OECD PIAAC Survey.

Comments

  1. Chanakaja13 December 2020 at 05:38

    The workplace is not only a place where skills are demanded; it is also a place in which skills
    formation takes place (Heckman 2000).

    Skills growth faced by employees in the workplace, putting it in relation to changes in the perceived difficulty of their roles when managing the features and organizational characteristics of employees.

    ReplyDelete
  2. Sathiyan13 December 2020 at 08:27

    When designing a job its very important to include Maslow's needs theory in this present competitive economy. Please follow the limitation of words.

    ReplyDelete

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