CHAPTER ONE INTRODUCTION 1.1     BACKGROUND OF THE STUDY

Business organizations exist because they have goals to attain. It is through people that organizational goals are achieved. In fact, people are the most important asset of any organization, their performance determines the success or failure of an organization. It is the utmost concern to the management that workers carryout their task effectively.

The entities of a manager oversees his staff, ensuring they are trained properly, follow company guidelines and policies. Perform the job satisfaction and receive feedback on a regular basis. The important of designing jobs and system of work in a manner that will satisfy psychological and sociological needs a manger should be stressed. The main point is that the effectiveness of a managerial job design effort should consider both the task accomplishment factor and the managerial responses to their jobs. In the works of Peter F. Ducker (1975) when he asserted that “an organization needs the best performance a man is capable of and a man needs more than a job he can perform. He needs a job that will provide the greatest scope for his abilities and talents, the best opportunist for growth and for superior performance. The design of jobs is the major influence on how people perform hence, researchers write from Smith (1976) through Marshall (1842) Babbie (1871). Taylor (1919), Fay (1841) and Mac Gregor (1960) have theorized ways of designing jobs and organization to achieve maximum performance. Other theories include the functional administrative theories and bureaucratic administrative theories by Henri Fayol and Max Webber respectively. They provide guideline to managers, formalized principles and characteristics of organization to help managers achieve effectiveness and high productivity.

The important of designing jobs and system of work in a manner that will satisfy psychological and sociological needs a manger should be stressed. The main point is that the effectiveness of a managerial job design effort should consider both the task accomplishment factor and the managerial responses to their jobs. In the works of Peter F. Ducker (1975) when he asserted that “an organization needs the best performance a man is capable of and a man needs more than a job he can perform. He needs a job that will provide the greatest scope for his abilities and talents, the best opportunist for growth and for superior performance. The design of jobs is the major influence on how people perform hence, researchers write from Smith (1976) through Marshall (1842) Babbie (1871). Taylor (1919), Fay (1841) and Mac Gregor (1960) have theorized ways of designing jobs and organization to achieve maximum performance. Other theories include the functional administrative theories and bureaucratic administrative theories by Henri Fayol and Max Webber respectively. They provide guideline to managers, formalized principles and characteristics of organization to help managers achieve effectiveness and high productivity.

1.2     STATEMENT OF THE PROBLEM

It has been observed that most managers cannot perform well due to the kind of job design structure or strategy, which is given to them. This situation tends to affect the organization negatively. It will also have a negative effect on the manager by making him/her unable to find satisfaction of her job. Improper job design could also create a feeling in the manager that her contributions are not adequately compensated. The improper job design of a manager’s job is now a problem that faces the feeling of dissatisfaction resulting to a negative reaction towards the job by the manager. The problem this study is designed to investigate is: what is the impact of job design on managerial performance?

1.3     PURPOSE OF THE STUDY

The purpose of this study is

1. To find out the impact of job design on manager’s performance.
2. To examine different methods of job designing according to their classification as Engineering/Scientific Approaches and Behavioral Approaches to job design.
3. To identify how design will affect the performance of managers.
4. To know the causes of challenges to proper implementation of job design.

1.4     RESEARCH QUESTIONS

This study was directed towards answering the following questions:

1. What are the impacts of job design on managers’ performance?
2. What are the different methods of job designing according to their classification as Engineering/Scientific approaches, and behavioural approaches to job design.
3. How can design affect the performance of managers?
4. What causes challenges of proper implementation of job design?

1.5     SIGNIFICANCE OF THE STUDY

The findings of this study will help secretaries to understand how job design after managers. It will also help organizations to identify those factors inherent in the job design that will affect the performance of the manager. Government parasails, employers of labour, policy makers, and academicians shall also benefit from this work.

 1.6 DELIMITATION OF THE STUDY

This study is limited to investigating the effect of job design on manager’s performance.

1.7     DEFINITION OF TERMS

Diminish:    Diminish means to make smaller or lesser.

Managerial: Relating to management on managers, especially of a company or similar organization.

Psychological:      Psychological is the scientific study of the mind and behavior.

Smatter:      To speak (a language, words, etc.) with superficial knowledge or understanding.

Boredom:    Boredom is unpleasant and physically painful. It can make you angry and frustrated.