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;

1. To examine the relationship between skill variety and organizational productivity in selected manufacturing firms in Port Harcourt.
2. To examine the relationship between task identity and organizational productivity in selected manufacturing firms in Port Harcourt.
3. To examine the relationship between task significance and organizational productivity in selected manufacturing firms in Port Harcourt.

1.4 Research Question

1. To what extent is skill variety related with organizational productivity in selected manufacturing firms in Port Harcourt?
2. To what extent is task identity related with organizational productivity in selected manufacturing firms in Port Harcourt?
3. 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.