Research Key

the impact of job design on employees performance with case study, Les Brasseries du Cameroon (SABC) Ombe

Project Details

Human resource management
Project ID
International: $20
No of pages
Analytical tool
Descriptive Statistics
 MS Word & PDF

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1.1 Background of the Study

Human resource is the most important resource compared with other resources like machine, material and land. In the context of organizational effectiveness, human resource depends on designing the job according to human capability and characteristics. Job design is the most important function of human resource management; it indicates the contents and method of a job.

The performance of an employee is measured by how well an employee performs his or her tasks/duties and responsibilities. Employee’s performance is also crucial because the achievement of the goal and objectives of the organization is assessed by performance.

Work redesign first got its start in 1960, up till then the prevailing attitude was that jobs should be simplified in order to maximize production. However, it was found that, when subjected to highly routine and repetitive tasks, the benefits of simplification sometimes disappeared due to worker dissatisfaction. It was proposed that jobs should be enriched in a way instead of just simplified to a string of repetitive tasks it is from this viewpoint that job characteristics theory emerged.


The concept of job design dates back to the birth of scientific management in the late nineteenth century and early studies of organizational and management practices (CPS, online). The work of industrialists such as Taylor and Ford focused on defending clear job roles, suggesting that workers required specific tasks and boundaries to enable the organization to become more productive effective and efficient.

The mechanistic approach encompasses production efficiency methodology that breaks every reaction, job or task into small and simple segments which can be easily analyzed and taught (Business dictionary, online). It aims to achieve maximum job fragmentation to minimize skills requirement and job learning time.

Taylor (1914) was one of the first to develop the idea of time and motor studies to identify the most efficient movement during a work task. Workers were selected and trained to perform their jobs using the Taylors approach and were offered monetary incentives to ensure that they performed to their maximum efficiency.

On the other hand, aimless hap-hazard designed jobs that back adequate jobs that lack adequate attention to the needs of workers can be described as nothing more than an “arbitrary grouping of activities” (champion and Thayer, 1987).

While scientific management aimed at achieving organizational effectiveness through task fragmentation, during the middle part of the 20 century, there was recognition that motivation would influence organizational performance.

The work understanding and responding to the motivations of individuals. However, it was Herzberg’s two factories of motivation and the concept of job enrichment that was to shape the development of job design during the second half of the last century (Machington and Wilkinson, 2002).

Taylor strongly believed in the idea that management was responsible for deciding how to divide and design work as well as institute and control (Morgeson and Campion, 2003).

The concept of job design (or redesign) is that workers are motivated to perform better when they find satisfaction in their jobs. Jobs that are interesting motivating and meaningful supply employees with a high level of satisfaction which translates into a productive workforce that can meet business goals (Schermerhom, Hunt and Osborn 2005).

According to Pickard (2006, INCIPD) in the 1960s the focus shifted from a hard process-orientated approach to job design emphasizing the social behavioural perspective of employees.

Bloisi (2007) that the problem with the mechanical approach to job designs is that it is too preoccupied with productivity and ignores the worker’s social needs.

Science Dialy (May 31, 2011) people who are given greater variety and independence in the jobs feel both less stressed and more satisfied findings which suggest that several management practices designing to make employees more efficient also make them happier. Many identified his emphasis on the measurement of time and productivity to be dehumanizing (Sandrone, 2012).

1.2 Problem Statement

The research identifies the various key factors related to job design on employee’s performance. The world of business is reshuffling itself and our global market economy, technology introductions and “less than honest” world competition have all had an effect.

Today, nine out of ten workers grow disengaged when companies do not do the right thing and do not handle change well. By contrast, among companies where employees believe an employer is honest and caring in handling performance only 40% become disengaged. Employee engagement is a critical driver of organization effectiveness and productivity.

This, therefore, calls for concern and raises questions in the researcher’s minds. Nonetheless, this study will be providing answers to the following questions.

  • How organizational sectors make employees perform better in their job through job design?
  • How well equipped is the communication medium used for alerting the workforce about the stages of job design?
  • What are the factors through which an employee’s performance can be satisfied?

1.3 Objective of the Study

1.3.1 Main Objective

To examine the impact of job design and employees’ motivation on job performance.

1.3.2 Minor Objective

  • To investigate the impact of job design on employees’ performance.
  • To identify the stages of job design in an organization with regards to a particular change or new practices.
  • To see how communication medium can be used to alert the workforce.

1.4 Research Hypothesis

H0: Job design has no significant impact on employee’s performance H,: Job design has a significant impact on employee’s performance

1.5 Significance of the Study

The importance of this study is to enable organizations to effectively carry out job design which can lead to higher levels of employee’s performance and attraction of new talents through the construction of an effective company strategy and system. This study could also provide coaching for managers who still need help on how to carry out job design in the organization. Also, this will serve as a literature review to other researchers.

The importance of the study has enabled the researcher to know the importance or uses of job design which can increase employee’s performance. The researcher can apply this study to her job site in the future.

The findings are expected to be useful to both existing business and other people to know which motivation style to employ when it is applicable and under what circumstances.

The findings are expected to keep policymakers and administrators to design the job of their workers to achieve their objectives and to streamline the employee-manager relationship.

When workers are motivated, they are satisfied and as such their performance at dying job site increase leading to an increase in productivity or output.

Also, when the workers know their work description and they are motivated, they tend to be loyal at the job site as such increasing security and performance in the organization.

The study will help researchers in partial fulfilment for the award of a bachelor degree in management.


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