EFFECTS OF JOB DESIGN ON EMPLOYEE

PERFORMANCE:
A CASE OF DASHEN BREWERY S.C, DEBRE BERHAN

COLLEGE OF BUSINESS AND ECONOMICS

DEPARTMENT OF MANAGEMENT
DEBRE BERHAN UNIVERSITY

BY: SAMUEL GOBENA

JULY, 2020
DEBRE BERHAN, ETHIOPIA
 EFFECTS OF JOB DESIGN ON EMPLOYEE
PERFORMANCE:
A CASE OF DASHEN BREWERY S.C, DEBRE BERHAN

BY: SAMUEL GOBENA

ADVISOR: DEJENE TULU (PHD)

A THESIS SUBMITTED TO THE DEPARTMENT OF

MANAGEMENT OF DEBRE BERHAN UNIVERSITY FOR
THE PARTIAL FULFILLMENT OF MASTERS OF BUSINESS
ADMINISTRATION
DEPARTMENT OF MANAGEMENT
COLLEGE OF BUSINESS AND ECONOMICS
DEBRE BERHAN UNIVERSITY

JULY, 2020
DEBRE BERHAN, ETHIOPIA
 DEBRE BERHAN UNIVERSITY
SCHOOL OF GRADUATE STUDIES

APPROVAL OF THE THESIS

As members of Board examiners of the final MSc. Thesis open defense examination, we
certify that we have read and evaluated the thesis prepared by Samuel Gobena entitled
“Effects of Job Design on Employee Performance: A Case of Dashen Brewery S.C, Debre
Berhan” and examined the candidate. We recommend that thesis be accepted as fulfilling the
thesis requirement for the degree of masters of Science in Business Administration

Board of Examiners

External Examiner __________________________ __________________

Internal Examiner __________________________ __________________

Chair person __________________________ ___________________

Date: _________________

I
 DECLARATION

I, the undersigned, declare that this thesis entitled “Effects of Job Design on Employee
Performance: A Case of Dashen Brewery S.C, Debre Berhan” is my own original work and
has not been presented in in this and any other university. All sources of materials used for this
thesis have been properly acknowledged.

Name: Samuel Gobena

Signature: ___________________

Date: _______________________

II
 DEBRE BREHAN UNIVERSITY

SCHOOL OF GRADUATE STUDIES

ENDORSEMENT

As Thesis Research advisor, I hereby certify that I have read and evaluated this thesis
prepared, under my guidance, by Samuel Gobena, entitled “Effects of Job Design on
Employee Performance: A Case of Dashen Brewery S.C, Debre Berhan”. I recommended that
it be submitted as fulfilling the thesis requirement for the degree of masters of Business
Administration (MBA).

Dejene Tulu (PHD) _________________ ________________

Name Signature Date

III
 ACKNOWLEDGEMENTS

In writing this thesis, the researcher is grateful to all those who contributed in various ways to
the successful completion of this thesis. The acknowledgements will be incomplete without
firstly recognizing the supremacy of God, the giver of wisdom and knowledge. My sincere
thanks are due to many people. First, I am greatly indebted to my research supervisor, Dejene
Tulu (PhD). He is thanked immensely for his encouragement, useful suggestions and
constructive criticisms of this thesis. I also acknowledge the staff of Dashen Brewery S.C
Debre Berhan Plant, for their cooperation and kindness in providing access to information and
participated in the survey and interview protocol. Finally I remain indebted to all my family
and friends for their love, patience, cooperation during my stay and the period.

IV
 TABLE OF CONTENTS
APPROVAL OF THE THESIS ................................................................................................... I

DECLARATION ........................................................................................................................ II

ENDORSEMENT ..................................................................................................................... III

ACKNOWLEDGEMENTS ..................................................................................................... IV

TABLE OF CONTENTS ........................................................................................................... V

LIST OF TABLE ...................................................................................................................... IX

LIST OF FIGURE ...................................................................................................................... X

ACRONYMS AND ABBREVIATIONS ................................................................................. XI

LIST OF APPENDICES ......................................................................................................... XII

ABSTRACT ........................................................................................................................... XIII

CHAPTER ONE .......................................................................................................................... 1

1. INTRODUCTION ................................................................................................................ 1

1.1. Background of the Study .............................................................................................. 1

1.2. Statement of the Problem .............................................................................................. 3

1.3. Objectives of the Study ................................................................................................. 4

1.3.1. General objectives of the study ............................................................................. 4

1.3.2. Specific objectives of the study ............................................................................. 4

1.4. Research Hypothesis ..................................................................................................... 5

1.5. Significance of the Study .............................................................................................. 5

1.6. Scope of the Study ........................................................................................................ 6

1.7. Limitation of the study .................................................................................................. 7

1.8. Definition of Key Terms ............................................................................................... 7

1.9. Organization of the Study ............................................................................................. 8

V
CHAPTER TWO ......................................................................................................................... 9

2. LITERATURE REVIEW ..................................................................................................... 9

2.1. Introduction ................................................................................................................... 9

2.2. Concept of Job Design ................................................................................................ 10

2.2.1. Job Rotation ......................................................................................................... 11

2.2.2. Job Enlargement .................................................................................................. 13

2.2.3. Job Enrichment .................................................................................................... 13

2.2.4. Job characteristics ................................................................................................ 14

2.2.5. Psychological Perception ..................................................................................... 15

2.3. Advantages of Job Design .......................................................................................... 17

2.3.1. Job Satisfaction .................................................................................................... 17

2.3.2. Motivation of Employees .................................................................................... 18

2.4. Concept of Employee Performance ............................................................................ 19

2.5. Empirical Review ....................................................................................................... 20

2.6. Conceptual Framework ............................................................................................... 22

CHAPTER THREE ................................................................................................................... 24

3. RESEARCH METHODOLOGY ....................................................................................... 24

3.1. Introduction ................................................................................................................. 24

3.2. Research Design ......................................................................................................... 24

3.3. Research Approach ..................................................................................................... 24

3.4. Population and Sampling Frame ................................................................................. 24

3.5. Sampling Frame .......................................................................................................... 25

3.6. Type of Data ............................................................................................................... 26

VI
 3.7. Data Source ................................................................................................................. 26

3.7.1. Primary Data sources ........................................................................................... 26

3.7.2. Secondary Data Source ........................................................................................ 26

3.8. The pilot study ............................................................................................................ 26

3.9. Data Collection Instruments ....................................................................................... 27

3.10. Method of data analysis and presentation ............................................................... 28

3.10.1. Correlation Analysis ........................................................................................ 28

3.10.2. Regressions analysis ........................................................................................ 29

3.11. Reliability and Validity of the Research ................................................................. 30

3.11.1. Reliability Test ................................................................................................. 30

3.11.2. Validity Test .................................................................................................... 31

3.12. Ethical Issue Consideration ..................................................................................... 31

CHAPTER FOUR ..................................................................................................................... 32

4. DATA ANALYSIS, INTERPRETATION AND DISCUSSION ...................................... 32

4.1. Introduction ................................................................................................................. 32

4.2. Response Rate ............................................................................................................. 32

4.3. Analysis on Demographic Characteristics .................................................................. 32

4.4. Descriptive statistics of the variables treated in the study .......................................... 34

4.5. Correlation Analysis of the Variables in the Study .................................................... 36

4.6. Regression Diagnostics ............................................................................................... 37

4.6.1. Checking Linearity .............................................................................................. 38

4.6.2. Checking Normality of Residuals........................................................................ 41

4.6.3. Ckecking Homoscedasticity of Residuals ........................................................... 43

4.6.4. Checking of Multicollinerity ............................................................................... 45

4.7. Multiple linear regressions.......................................................................................... 45

VII
CHAPTER FIVE ....................................................................................................................... 49

5. SUMMARY, CONCLUSION AND POLICY IMPLICATION ....................................... 49

5.1. Introduction ................................................................................................................. 49

5.2. Summary of the findings ............................................................................................. 49

5.2.1. Summary of the study variables .......................................................................... 50

5.2.2. Summary of Correlation and Regression Findings ............................................. 52

5.3. Conclusions ................................................................................................................. 52

5.4. Recommendation ........................................................................................................ 53

5.5. Limitations and Future Direction ................................................................................ 54

References ................................................................................................................................. 55

APPENDIX I: QUESTIONNAIRES ........................................................................................ 63

VIII
 LIST OF TABLE

Table 3.1: Lists of Departments and employees of Dashen Brewery S.C, Debre Berhan ........ 25

Table 3.2: Reliability test .......................................................................................................... 30

Table 4.1: Response Rate .......................................................................................................... 32

Table 4.2: Gender demographics characteristics. ...................................................................... 32

Table 4.3: Age demographics characteristics. ........................................................................... 33

Table 4.5: descriptive statistics for computed study variable. ................................................... 34

Table 4.6: Pearson correlation for the variables treated in the study ........................................ 37

Table 4.7: Shapiro-Wilk test of Normality ................................................................................ 43

Table 4.8: Breush-Pagan heteroskedasticity test ....................................................................... 44

Table 4.9: White’s heteroskedasticity test ................................................................................. 44

Table 4.10: Collinearity Statistics ............................................................................................. 45

Table 4.11: Model summary table ............................................................................................. 46

Table 4.12: ANOVA Table (F-test) ........................................................................................... 47

Table 4.13: Coefficient table (t-test).......................................................................................... 47

IX
 LIST OF FIGURE
Figure 1: Hackman-Oldham job characteristics model. ............................................................ 16

Figure 2: Conceptual Framework diagram of the relationship between the dimensions of Job
design and employee performance ............................................................................................ 23

Figure 4.1: Linearity Checking Job Enlaregment ...................................................................... 38

Figure 4.2. Linearity Checking Job Enrichment ....................................................................... 39

Figure 4.3. Linearity Checking Job Characteristics .................................................................. 39

Figure 4.4: Linearity Checking Job Rotation ............................................................................ 40

Figure 4.5: Linearity Checking Job Design ............................................................................... 40

Figure 4.6: Linearity Checking Job Design ............................................................................... 41

Figure 4.7: Normality Checking Using Kernel density ............................................................. 42

Figure 4.8: Normality Checking Using pnorm .......................................................................... 42

Figure 4.9, Graphical Method of testing heteroskedasticity...................................................... 44

X
 ACRONYMS AND ABBREVIATIONS
Ch2 Chi square

GNS Growth Need Strenght

_hat yhat

_hatsquare yhat square

Kdensity kernel density

OLS Ordinary Least Square

Root MSE Root mean square

Stata General Purpose software package for social science

SPSS Statistical Package for the social Science

Var Variance

VIF Variance inflation factor

XI
 LIST OF APPENDICES
APPENDIX I: QUESTIONNAIRES ........................................................................................ 63

APPENDIX II:LIST OF TABLES STATA OUTPUT ............................................................. 72

Annex A: Pearson Correlation Table ........................................................................................ 72

Annex B: Pilot Study Reliability Table ..................................................................................... 72

Annex C: Shapiro Wilk test Table............................................................................................. 73

Annex D: Breush-Pagan heteroskedasticity test Table.............................................................. 73

XII
 ABSTRACT
The purpose of this study was to investigate the effect of Job design on employee performance
in the case of Dashen Brewery S.C Debre Berhan. Effective job design is a measure of the
degree to which the employee is involved in his tasks and assignments. Outcomes of an
effectively designed job are involvement, commitment, motivation, and satisfaction which
ultimately lead to performance maximization and goals achievement. This enables to
understand the needs of designing a job according to identified skills of employees, to
maintain and enhance job stress reduction, employees’ motivation and satisfaction, so that it
is a means to achieve organizational goals and objectives. The study applied explanatory
research design. Census method was used to conduct the study so that 276 employees who
were living and working in Debre Berhan City were included. To accomplish the goal of this
study, a quantitative survey design was adapted and hence, Primary data was collected
through questionnaires from the employees of Dashen Brewery in Debre Berhan City. The
data was analyzed using StataMP13 (General Purpose software package). Since all variables
were approximately normally distributed, the data analysis parametric tests were used. The
relation between Job design variables and Employee performance was determined based on
correlation analysis and the effect of Job design on employee performance was determined by
employing regression analysis. This study revealed that management of the organization
should be implemented job designing strategies to increase employee motivation and
performance that increase employee access, comfort and flexibility to influence motivation
and productivity. The correlation result shows that there is a positive and significant
relationship between Job Characteristics, Job Enlargement, Job Enrichment, Job Design and
Psychological Perception with Employee Performance. On the other hand, the study revealed
that Job rotation has no significant relationship with employee performance. Based on the
findings of this study imperative recommendation for practice and future research was
provided.

Keywords: Job Design, Job Rotation, Job Enrichment, Job Characteristic, Job Enlargement,
Psychological Perception, Employee Performance.

XIII
 CHAPTER ONE

1. INTRODUCTION
1.1. Background of the Study
Most Manufacturing organization in Ethiopia has a challenge of ensuring that the jobs are
designed in identifying the skills and motivation factors of employees. Unless job is designed
according to identified skills of employees, it is difficult to maintain and enhance job stress
reduction, employees’ motivation and satisfaction, so that it is a means to achieve
organizational goals and objectives. There is an established body of knowledge supporting the
idea that well designed jobs can have a positive impact on both employee satisfaction and the
quality of performance. The concept of Job design and its approaches are usually considered
to have begun with scientific management in the year 1900. Well known scientific managers
such as Taylor (1947), Gilbreth (1911), and Gilbreth and Gilbreth (1917) systematically
examined jobs with various techniques. Accordingly, they suggested that task design might be
the most prominent element in scientific management. Well-defined job would maximize
motivation, satisfaction and performance of the employees in an organization. As a result of
this, job design takes on special importance in today’s human resource management. It is
necessary to design jobs so that stress can be reduced, motivation can be enhanced, and
satisfaction of employees and their performance can be improved so that organizations can
effectively compete with existing global Marketplace. There are various job-design
techniques. The main techniques are: job rotation, job enlargement, job enrichment, self-
managing teams (autonomous work groups) and high performance work design. Other
methods include: job reengineering, participative management and peer performance review.
The first job design theory was developed by Viteles in the early 1950s (Belias & Sklikas,
2013). Academic and practitioner journals continue to publish articles dealing with the
relationship between the design of a job and the way in which the workers respond in terms of
satisfaction, motivation, and productivity. The purpose of Job design is to identify the most
effective means of achieving necessary functions. As stated by Cook (1997) the objective of
good job design is to design jobs which allow people to perform tasks in a safe, efficient and
economical manner which facilitate the realization of various organizational goals such as
profit and increased production. According to Knapp and Mujtaba (2010) job design can be
defined as changing the content and processes of a job to increase an employee’s satisfaction,

1
motivation and productivity. Buchanan (1979) defined job design as specifying the contents or
methods of any job in such a way that various requirements of the job holder can be
effectively satisfied. Job design is clearly an important topic for theory and research because
of the fact that an individual's task represents one of his or her most basic and fundamental
points of contact with the organization. A second reason for the importance of job design is its
potential role in various change interventions. Introducing some changes, like changes in
technology, work-flow, work schedules and the adoption of autonomous work groups might
begin with targeted modifications in jobs. A third reason for studying job design relates to
employee wellbeing. Quality of work life concerns about employee stress (Ivancevich, 1998).
To the extent of considering the importance of job design on employee wellbeing and
organization success, it becomes important research area in the future for the field of human
resource Management.

Human Resource is the most important resource compared with other resources presented in
the organization mainly like machine, material, land, etc. The effectiveness of human resource
depends on designing the job according to human capability and characteristics in many
Organizations. It is one of the most effective tools used for optimizing an employee's
performance. It have been found with many researches that there is a strong positive
relationship between job design and employee performance and concluded that Job design
affects employee performance in an organization. According to Al-Ahmadi (2009), the nature
of job itself was found positively correlated with performance, which indicates that
satisfaction with amount of variety and challenge in one’s job actually influence performance.
Ivancevich (1998) indicates that approaches to job design place different emphasize on
performance and satisfaction as desired outcomes. The purpose of a job design is to improve
job satisfaction, to improve the output of certain performance. As stated by Garg & Rastogi
(2006), well designed jobs can have a positive impact on both employee satisfaction and
quality of performance. The perceived work demands, job control and social support through
job design leads to high productivity (Love & Edwards, 2005). Similarly, Campion et al
(2005) suggested that nature of work has a substantial impact on an employee’s performance
and attitude. It is found that well designed jobs can have a positive impact on both employee
satisfaction and the quality of performance. It is important to design jobs so that stress can be

2
reduced, motivation can be enhanced, and satisfaction of employees and their performance can
be improved so that organizations can effectively compete in the global marketplace.

1.2. Statement of the Problem

The concept of Job design was highly debated among scholars and others since the issue has
been set by Frederick W. Taylor through his philosophy of “scientific management” (A
Baumgart, 2009). The core issue was to design work systems with standardized operations and
highly simplified work so that people could be just as interchangeable as standardized
machine. However, Herzberg's come up with revolutionary approach to job design which
specified that, to motivate employees to do good work, jobs should be enriched rather than
simplified (Herzberg, 1966). Herzberg claimed Work should be designed and managed to
foster responsibility, achievement, and growth in competence, recognition, and advancement.
Much research has been carried out so far to investigate the various features of job design
(Gilmore, 2019; Edward J. O'Connor, 2019; Oldham & Hackm, 2010; Albin 1985). However,
as far as the researcher knowledge is concerned, the studies in relation to job design and
Employee performance in Ethiopian manufacturing industries left unexplored.

Memoona Zareen, 2013 conducted a study based on conceptual framework proposed to show
the construct of job design by job rotation, job enrichment and job enlargement and
relationship of job design with employee performance. The study also found that the
psychological perception of an employee has a significant positive impact on the relationship
of job design and employee performance. But the study was a propositional and exploratory in
nature.

Nisbat Ali, 2013 conducted the survey study on job design with dimension of Job
Characteristics Model such as skill variety, task identity, task significance, job autonomy and
feedback on employee performance with Mediating Role of Job Satisfaction in FMCG’s
Sector in Pakistan using Quantitative method of research.

Further, most of the modern manufacturing industries in Ethiopia are foreign owned/ affiliated
and their job design are carried out through foreign consultant. Given the multi-facet nature of
job design and its implication on efficiency, productivity, satisfaction and agronomy, it’s
important to study the existing job design and its impact on various attributes. According to
The Resource-Based view approach, the source of competitive advantage and performance of

3
the organization primarily determined by employees, training, experience, intelligence,
knowledge, skills and abilities. From this point of view, many manufacturing organizations in
Ethiopia faces the inability to utilize concepts of job design like skill variety, task identity and
task significance rather focusing on the cheap Labor force which affects employees
performance including productivity, work environment and employees commitment.

Job design influences employee performance in several ways, positively or negatively,

depending on how the job is designed. Employee’s talents and insight can design productivity,
improvement and innovation. Job design can ensure that skills are effectively used as well
developed in the workplace. Most of these studies still carried out in developed countries,
whereas this study was conducted in Ethiopian Context. Firstly the researcher wants to fill the
gap in the area or scope of the study in Ethiopia. Secondly, it is important to conduct the
research including important variables since there was a methodology gap. Thirdly, there are
inconsistent variables such as Job rotation, Job Enlargement, Job Enrichment and Job
Characteristic. So that, further studies regard to the effect of Job design on employee
performance is needed. It is in furtherance to this that this study reviews literature from a
number of studies that attempts to outline how the design of a job can affect employee job
performance.

1.3. Objectives of the Study

1.3.1. General objectives of the study
This study was intended to explore job design effects on employee performance in Dashen
Brewery at Debre Berhan plant.

1.3.2. Specific objectives of the study

 To determine the effect of Job rotation on Employee Performance in Dashen Brewery
Debre Berhan Ethiopia.
 To determine the effect of Job enlargement on Employee Performance in Dashen
Brewery Debre Berhan Ethiopia.
 To determine the effect of Job enrichment on Employee Performance in Dashen
Brewery Debre Berhan Ethiopia.
 To determine the effect of Job Characteristics dimensions on Employee Performance
in Dashen Brewery Debre Berhan Ethiopia.

4
  To describe the commonly obtained effects/impacts of job design in Dashen Brewery
Ethiopia.
 To describe the effect of psychological perception of an employee on employee
performance in Dashen Brewery Debre Berhan Ethiopia.

1.4. Research Hypothesis

To find out the degree of relationship between the variables, the following six hypotheses was
tested.

H1: There is significant relationship between job enlargement and Employee performance.

H2: There is significant relationship between job rotation and Employee performance.

H3: There is significant relationship between job enrichment and employee Performance.

H4: There is significant relationship between job characteristics and employee Performance.

H5: Job Design has a significant effect on Employee Performance.

H6: Psychological Perception of employee of Job Design significantly affects Employee

Performance.

1.5. Significance of the Study

The first and foremost significance of the study is that it is little known about the extent to
which job design affects employee performance and how manufacturing organizations have
implemented job design approach. No research projects have actually been conducted in this
area of research within the manufacturing Industries in Ethiopia. In addition, despite searches,
there is no evidence that any research on job design and how it relates to employee
performance in the manufacturing industry has ever been conducted in Ethiopia.

The finding and outcome of the study may also expect to provide relevant information to those
on various levels of management and employees of Dashen Breweries to understand the effect
of job design on employee performance so that the performance of the organization can be
improved.

5
The findings of this study would also benefit to manufacturing organizations and Human
Resource Managers as it would enable them to understand how their job design practice would
affect employee performance. Since, Manufacturing Industries are competing nationally and
internationally, the survival of the fitness is in terms of productivity which is the output of the
performance of their employee.

The recommendations that have been offered in the study may guide the leaders and especially
the human resource department on how to design the Job to understand the best to motivate
Employees so that it is the means to achieve organizational goals and objectives.

The findings of this study would be beneficial to policy makers as it would help them to
understand what happens at the workplace between employers and employees in terms of Job
design and Employee performance, and therefore enable them to formulate different job
design mechanism depending on psychological perception of their employee.

The findings of this study would benefit researchers and academicians as it would contribute
to the body of knowledge on effective Job design in relation to human resource. It inspire to
conduct the research on the topic furthermore and may be useful as an input for other
manufacturing Sectors in Ethiopia. The Study has given suggestions on new areas for further
research that would be explored.

1.6. Scope of the Study

To investigate all factors in related with Job design is difficult since designing or redesigning
jobs encompasses many factors. Job design is a broader technique which is used to identify
and consider Mental and physical characteristics of the work force, Tasks to be performed,
Geographic Location of the Organization (Location of the work areas), Time of the occurrence
in the work flow, Objectives and Motivation of the work force and Method of Performance
and Motivation. So, this study was limited to the effects of selected Job design factors on
employees’ performance. Job design factors and Methods are limited to only Job rotation, Job
enlargement, Job enrichment, Job Characteristics, Psychological Perception of the Employee
towards their job and job design in the work place itself. Investigation of the selected factors
in Dashen Brewery as a whole was difficult because of Time limit. Dashen Brewery S.C is
Located also in Gondar Ethiopia which is far away to include for the study which is difficult to
Manage. Due to this difficulty, the study was delimited only to Dashen Brewery S.C which is

6
Located at Debre Berhan. Besides, the study covers only permanent employee without part
timer or contract workers and out sourced employees.

1.7. Limitation of the study

This study was undertaken on the effects of Job design on the performance of employee a case
of Dashen Brewery in Debre Berhan Ethiopia. It should be noted that, the selected cases is not
considered representative of a larger population. However, to be able to make generalizations
future research would benefit from large-scale cross-sectional and/or cross-industry surveys is
needed. Although the researcher included several dimensions in explaining the concept of job
design, a limitation could be placed on this as the factors affecting the way job design
influences employee performance are often more context-specific and thus in future, studies
should take an even more holistic view and include more constructs in explaining the concept
of job design. Additionally, more work could also be directed towards developing setting-
specific instrument for the Questionnaire or data collection. The Questionnaires used for this
study was developed in the context of Manufacturing industries to assess the extent of
relationship among job design and employee performance, making use of company situated in
Dashen Brewery S.C Ethiopia. It is thus highly recommended that future researchers realize
the need to get an instrument that fits according to their research areas of their sampling areas
including manufacturing and other sectors of governmental and non-governmental areas.

1.8. Definition of Key Terms

Employee: an employee is an individual who is hired by an employer to do a specific job.

Performance: the measurement of the given standard against pre-determined standard.

Employee Performance: Is defined as the record of outcomes achieved, for each job
function, during a specified period of time.

Job design: 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).

Job rotation: Job rotation is a system, which allows employees to rotate from one job to
another, in a predetermined way (Durai, 2010).

7
Job enlargement: The definition of job enlargement is adding additional activities within the
same level to an existing role. It aims at broadening one’s job in order to make the job more
motivating.

Job enrichment is a process that is characterized by adding dimensions to existing jobs to

make them more motivating. It is the process of adding motivators to existing jobs.

1.9. Organization of the Study

The Thesis Paper Consists of Five Chapters. Chapter one provides the back ground of the
study in relation to the Job design and Performance of the employee. The section is broken
down into other sections such as problem statement, general objectives, specific objectives,
importance of the study, and scope of the study and ends with the definition of terms. Chapter
two is on the review of the literature with various theoretical concepts which are related to Job
design and its impact on the performance of employees in regards to the raised research
objective. Chapter three outlines the research methodology and the steps of how the study was
carried out. Chapter four presents the how the collected data was analyzed and interpreted.
The analyzed and interpreted data was presented in clearly in this chapter. Chapter five is on
the research summary, conclusion and recommendations in regards the findings of the study.

8
 CHAPTER TWO

2. LITERATURE REVIEW
2.1. Introduction
Job design is important variable in the achievement of organizational as well as personal
goals. Organizations may seek to split tasks rationally among employees in manners that
appear to maximize efficiency of employee performance. Buchanan 1979 defined Job design
as specifying the contents or methods of any job in such a way that various requirements of
the job holder can be effectively satisfied. Job design requirements may include social,
technological, personal and organizational desires. Job design is linked 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. Organization needs to give a chance for employees to get involved and
are familiar with the job design so that 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 is in a combination of job content and the work method which has been adopted in
the performance of the job (Belias & Sklikas, 2013). Initially, the field of organizational
behavior gives attention only to job enrichment approaches to job design. Job design has taken
a broader perspective, with various dimensions such as job enrichment, job engineering,
quality of work life, sociotechnical designs, social information processing approach and the
job characteristics approach to job design (Rastogi, 2006). Job design specifies the contents of
jobs in order to satisfy work requirements and meet the personal needs of the job holder, thus
increasing levels of employee engagement (Armstrong, 2014). Armstrong includes various
techniques of job designs. The main techniques are (Armstrong, 2014): job rotation, job
enlargement, job enrichment, self-managing teams (autonomous work groups) and high
performance work design. Wall and Clegg (1998: 265) observed that Jobs are created by
people for people. Jobs created by peoples are made about which tasks to group together to
form a job, the extent to which job holders should follow prescribed procedures in completing
those tasks, how closely the job incumbent will be supervised, and numerous other aspects of
the work. Such choices are the essence of job design (Armstrong, 2014).

9
 2.2. Concept of Job Design
Armstrong 2014 defined Job design as “the specification of the contents, methods, and
relationships of jobs in order to satisfy technological and organizational requirements as well
as the social and personal requirements of the job holder”. (Chase and Aquilano, 2006) define
job design as the function of specifying the work activities of an individual or group in an
organizational setting. Its objective is to develop work assignments that meet the requirements
of the organization and the technology and that satisfy the jobholder’s personal and individual
requirements. (Hussain, 2018) defines job design as the function of arranging tasks, duties and
responsibilities into an organizational unit of work for the purpose of accomplishing the
primary goal and objectives of the organization. He further noted there are two categories of
elements. That is, Efficiency elements and behavioral elements. Efficiency elements include
division of labor, standardization and specialization. Behavioral elements include skill variety,
task identity, task significance, autonomy and feedback. The working explanation for the
study purpose is that, job design is seen as the way to organize the contents, methods and
relationship of jobs in order to achieve goals and objectives of an organization as well as also
the satisfaction of job holders. Buchanan (1979) found that Job Design as specifying the
contents or methods of any job in such a way that various requirements of the job holder can
be effectively satisfied. Job design is the creation of tasks and work settings for specific tools
(Ambrose et al, 2013). Job design gives a direction and opportunities for the process to
transform 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. When organizations give employees a chance to get involved 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.

Hackman and Oldham describe that if the design of a job satisfied the core job characteristics
the employee would perceive that the work was worth- while, would feel responsible for the
work and would know if the work had been completed satisfactorily. As described by
Robertson and Smith (1985), the approaches to job design method can be based on the job
characteristics model indicated as follows (Spector and Jex, 1991):

10
  Influence skill variety by providing opportunities for people to do several tasks and by
combining tasks.
 Influence task identity by combining tasks to form natural work units.
 Influence task significance by forming natural work units and informing people of the
importance of their work.
 Influence autonomy by giving people responsibility for determining their own working
systems.
 Influence feedback by establishing good relationships and opening feedback channels.

2.2.1. Job Rotation

Job rotation is a method, which allows employees to rotate from one job to another, in a
predetermined way (Durai, 2010). Job rotation is a process by which employees mobilize and
serve their tasks in different organizational levels; when an individual experiences different
posts and responsibilities in an organization, ability increases to evaluate his capabilities in the
organization (Bennet, 2003). Job rotation is a job design method which is able to enhance
motivation, develop workers' outlook, increase productivity, satisfaction levels and improve
the organization's performance on various levels. Employees with different skills and abilities
provides new opportunities to improve the attitude, thought, capabilities and skills to workers
of the organization. Rotation in jobs results in increased individual knowledge and experience
and decreased burnout and exhaustion; this leads to intellectual development and innovation
(Deplasand, 2010). Job rotation has many advantages, such as improvement of productivity,
provision of training possibilities, increase of employees’ retention, and enhancement of
employees’ career while at the same time the employee gains a better insight in the
organization’s operations (Ali and Aroosiya, 2012). Job rotation procedure would be effective
and appropriate for employees to be rotated, the following four factors should be taken into
account: a) the gender b) the physical situation of the job position, c) the knowledge, skills and
capacities and d) the situation, demand and the time needed for performing other tasks. Job
rotation has many advantages, such as improvement of productivity, provision of training
possibilities, increase of employees’ retention, enhancement of employees’ career (Jorgensen,
2005), while at the same time the employee gains a better insight on the organization’s
operations (Ali & Aroosiya, 2012). The objective of job rotation is frequently shifting
employees from a job to another in order to increase their motivation and enthusiasm. Job

11
rotation is an effective training method because of worker serves in different jobs and can earn
more job skills.

Thus shifting employees to new jobs allows more flexibility. Job rotation helps to improve
management and supervision of the organization; which can effectively avoid organizational
corruption. A rotation from one jobs to another job can help to verify decisions and decrease
unnecessary operational errors; therefore decisions are made based on rich information with
minimum error. Furthermore, performing regular job rotation could create a mutual trust
between the staff and help them to improve their job (Bei, 2009).

The job rotation applications are important methods not only for production workers but also
for employees considered as manager candidates. Eguchi 2005, explained that the workers
have experienced various production segments by rotating through different jobs, effectively
learning many aspects of the company from a manager point of view. Apart from the above,
job rotation is regarded as a method for controlling the work-related musculoskeletal disorders
to reduce the exposure to work-related injuries and hazardous noise levels as well as to reduce
exposure to strenuous materials handling (Jorgensen, 2005) time period, with the objective of
minimizing the accumulated biomechanical loading on a particular body part for all workers”
(Jorgensen, 2005). Additionally, “the general principle of job rotation is to alleviate the
physical fatigue and stress for a particular set of muscles by rotating employees among other
jobs that use primarily different muscle groups” (Frazer, 2004). Moreover, Hsieh and Chao
(2004) studied to indicates that job rotation has a positive impact on job burnout, while the
first studies of the early 1950s argued that job rotation may be used in order to reduce
employees’ monotony, boredom and fatigue (Hsieh and Chao, 2004). Yet, the results of the
benefits of job rotation from the international literature are ambiguous, since some studies
mention that job rotation may increase employee job satisfaction but not employee
performance, whereas other researches argue that job rotation does not any impact on
employee satisfaction (Bhadury and Radovilsky, 2007).

However, there are some obstacles in implementing an effective job rotation procedure, such
as the negotiation power of labor unions, the job rotation to another job position with similar
risks, and lack of knowledge and skills on behalf of the employees for a specific job
(Jorgensen, 2005). The other factor that hides the effect of job rotation is the gender

12
stereotypes in the working environment. More precisely, (Sundin, 2010) claims that some job
positions are regarded as masculine and other as feminine. Gender-determined job system
does not facilitate, but it rather makes job rotation either harder or inappropriate.

2.2.2. Job Enlargement

Durai 2010 describes Job enlargement as “transforms the jobs to include more and different
tasks”. The basic aim of job enlargement is to extend the interest of employee in the job,
namely increasing job attraction, through the differentiated and various tasks that the
employee performs in his/her job. Consequently, the objective of job enlargement is to design
jobs where the needs of employees meet the interests of the organization (Durai, 2010).

There are two approaches of job enlargement. The first is the horizontal enlargement, which
‘refers to the degree to which a job contains many tasks” (Durai, 2010). Horizontal
enlargement is achieved through adding more tasks to the existing tasks performed by an
employee at the same skill level. Horizontal enlargement is uses to reduce the level of
specialization and boredom of work, to reduce the number of difficult tasks, and finally to lead
towards the development of new employee skills. For the above stated reasons, horizontal
enlargement approach is usually preferred in the case of complex and highly structured tasks
(Durai, 2010). Vertical enlargement, refers to “the degree to which the employees decide how
the task is to be done” (Durai, 2010). The main goal of this technique is to enhance the status
and the self-fulfillment needs of the employees, while it gives the employees the opportunity
to take part in the organization, the planning and the control of tasks (Durai, 2010). The
potential benefits of job enlargement are; reduction in the level of boredom, utilization of
skills, increased efficiency by employees and job enjoyment.

2.2.3. Job Enrichment

Job enrichment refers to “the development of work practices that challenge and motivate
employees to perform better” (Durai, 2010). According to Frederick Herzberg views, job
enrichment as 'vertical job loading' because it includes tasks formerly performed by someone
at a higher level where planning and control are involved. As Ali and Aroosiya, 2012
describes more precisely, job enrichment “is the technique entails enriching job, which refers
to the inclusion of greater variety of work content, requiring a higher level of knowledge and
skill, to give workers, autonomy and responsibility in terms of planning, directing, and

13
controlling their own performance hence, it provides the opportunity for personal growth and
meaningful work experience”

The main characteristics that play a crucial role in job enrichment are (Armstrong, 2014):
variety, the belief that the task is important, the use of abilities, and feedback. Job enrichment
includes a number of different workplace practices, such as quality circles, self-directed teams,
job rotation, and information sharing (Mohr and Zoghi, 2008). The goal of job enrichment is
to provide an enhanced autonomy for the employees of an organization and increased
operational efficiency for the organization itself (Durai, 2010).

Apart from employee motivation (Durai, 2010; Armstrong, 20014), job enrichment is
positively correlated with feedback-seeking behavior, which in turns improve not only job
performance, but also organizational effectiveness (Lu, 2012). Last but not least, it is
supported that job enrichment is associated with the high involvement of employees in the
decision-making process and the decentralization of decision making (Wood and Wall, 2007).

2.2.4. Job characteristics

To meet the limitations of Herzberg’s approach to job enrichment, Hackman and Oldham
(1976) developed the most widely recognized model of job characteristics. This model
recognized certain job characteristics that contribute to certain psychological states and that
the strength of employees’ need for growth has an important moderating effect (Garg &
Rastogi, 2006). The core job characteristics are summarized in detail below.

Skill variety is the extent to which the job requires the employee to draw from a number of
different skills and abilities as well as upon a range of knowledge.

Task variety is whether the job has an identifiable beginning and end or how complete a
module of work the employee performs.

.Task significance refers to the importance of the task itself. It involves both internal
significance (how important the task is to the organization) and external significance (how
proud employees are to tell their relatives, friends, and neighbors what they do and where they
work).

14
Autonomy refers to job independence. The extent of the employee to get freedom and control
what they have to perform their job. Scheduling their work, making decisions or determining
the means to accomplish the objectives are some examples of Autonomy.

Feedback refers to objective information about progress and performance that can come from
the job itself, from supervisors or from any other information system.

2.2.5. Psychological Perception

Psychological Perception is described as the attitude and behavior of the employee towards the
likeliness of their jobs. Attitude gives answers for the question how people feel towards some
task, person, event or object. To explore job involvement, the main role was found of the work
itself. It does not show that other job related factors are unimportant but it concludes that the
most important factor is work itself for job satisfaction of employees in the organization. It
means if the employees are satisfied with their job related work then they will be more
involved in completing tasks assigned to them and it ultimately affects their performance
which results in fulfillment of organizational goals. Work related to job should be interesting
and challenging as if employees get involved in the completion of tasks whole heartedly, their
performance will increase to higher levels. Psychological states of individual persons can be
summarized as follows:

Meaningfulness is the cognitive state involves with the degree to which employees perceive
their work as making a valued contribution, as being important and worthwhile.

Responsibility Shows the degree to which the employee feels personally accountable for the
results of the work they do.

Knowledge of results shows the degree to which the employee knows and understands, on a
continuous basis, how effectively they perform their job. Personal and work outcomes: jobs
that are high on motivating potential must be high at least in one of the three factors that lead
to meaningful work and must be high both in autonomy and feedback and vice-versa. These
three above stated critical psychological states lead to outcomes such as

I. High internal work motivation

II. High growth satisfaction,
III. High quality work performance,

15
IV. High general job satisfaction,
V. High work effectiveness and
VI. Low absenteeism and turnover.

The model states that internal rewards are obtained by an individual when he learns that he has
personally performed well on a task that he cares about. Research findings on the job
characteristic model indicated that:

Figure 1: Hackman-Oldham job characteristics model.

Source: Lunenburg (2011), Job enrichment model.

As stated by (Lunenburg, 2011), Employee’s Growth need strength (GNS) is the degree to
which an individual desires the opportunity for self-direction, learning, and personal
accomplishment at work. The concept of Employees Growth need strength is inherently the
same as Abraham Maslow’s (1970) esteem and self-actualization needs, Clayton Alderfer’s
growth needs, and Frederick Herzberg’s (2009) motivation factors. Employees with high in
growth-need strengths tend to respond favorably to enriched jobs. Because, mostly they
16
experience greater job satisfaction; are highly motivated; are generally absent less; and
produce better quality work than employees low in growth-need strengths (Alderfer, 1972)

2.3. Advantages of Job Design

Effectively designed job brings involvement of an employee in work related activities which
clearly forecasts employee output, departmental productivity and organizational success
(Bates, 2004; Harter, 2002). A well designed and redesigned job brings involvement and
satisfaction to the employees and they perform well by employing all their energies in the
work. Rush (1971) explained that the main purpose of job design (or re-design) is to increase
both employee motivation and productivity (Opiyo et al, 2014). A well-defined job enhances
motivation, satisfaction and performance of the employees. A well-motivated and satisfied
employee of the organization with effective job design brings to employee to become loyal to
the organization and considers himself or herself a part of the organization and organizational
goals becomes his/her personal goals. Moreover, Hackman and Oldham’s Job Characteristic
Theory (1976, 1980) describes the relationship between job design, motivation and
performance. It states that employees will work hard when they are rewarded for their work
and when work gives them satisfaction. The Theory shows that job design impacts motivation
which in turn impacts productivity.

2.3.1. Job Satisfaction

Job satisfaction is a pleasurable and positive emotional state resulting from the appraisal of
one’s job and job experience (Locke, 2006). If the employees find their job fulfilling and
rewarding, they tend to be more satisfied with their jobs (Spector, 1985). Job satisfaction
therefore can be conceptualized as an assessment of ones job in terms of whether it allows
fulfilment of one’s important job values, which are congruent with ones needs (Hackman &
Oldham, 1976).

Job satisfaction is made up of different sets of variables which include economic rewards,
social rewards, company policy and its administration, interpersonal relationships, working
conditions, achievement, recognition, the job itself, responsibility and advancement (Nnadi,
2007). As proposed by Kalleberg (1977) that job satisfaction consists of two components;
these are intrinsic (referring to the work itself) and Extrinsic (representing facets of the job
external to the task itself). Hirschfield (2000) stated that intrinsic job satisfaction refers to how

17
people feel about the nature of the job tasks themselves whereas extrinsic job satisfaction
refers to how people about aspects of the work situation that are external to the job tasks of
work itself. Among the factors that determine job satisfaction is job design.

2.3.2. Motivation of Employees

Kotler and Keller, 2006 describes the motive as a need which is so pressing that stimulates a
person to act. Needs becomes a motive when it has been increased to a satisfied level of
intension. Motivation methods dependents on many different factors, from monetary rewards,
to the acquisition of higher levels of responsibility. Abraham Maslow’s model of hierarchical
needs is the most common and well known theory of motivation. Abraham Maslow is the
main initiator of the theory of motivation based on a hierarchical model of needs, which
consists of five main categories ranging from lower to higher levels: a) biological and
physiological needs; b) safety needs; c) belongingness and love needs; d) esteem needs; e)
self-actualization. Maslow asserted that the man throughout his life, acting in such a way as to
saturate as many of its requirements, in the most efficient and economical way. Once one
satisfies a need from the lower levels then the desire to satisfy new needs in a higher level
arises. Maslow’s model of needs is too static. By ignoring the dynamic nature of needs and the
intertwined relationship with its cultural surroundings, as well as eliminating the temporality,
it created a rigid and not changeable model. According to Kotler and Keller, 2006 the common
experience guarantees that a person can also take care in order to meet the needs of all levels
of command. Alderfer ERG model suggested that individual needs can be divided into three
groups (Kotler and Keller, 2006): a) Existence needs, which include physiological and security
needs; b) Relationship needs, includes the social needs that are met through relationships with
family, friends, colleagues etc.; c) Growth needs, reflects a desire for personal psychological
developments and which fall within the two higher categories of Maslow needs, that is self-
esteem needs and self-realization.

Herzberg was indicated that both the satisfaction and the dissatisfaction that a worker feels
stem from various factors. Herzberg developed a theory of two factors of the disincentives and
motives. Disincentive factors are that cause dissatisfaction, and motives, factors are that cause
satisfaction. The environmental factors are called hygiene’s (Herzberg et al., 2009). These
factors weaken the negative stimuli labor and the resulting frustration, while the motivation

18
factors, namely the hierarchy that someone has in the work, the work status stimulate
employees to work harder and more effective (Herzberg et al., 2009).

Motivation theories are linked to job satisfaction. According to the theory of cognitive
inconsistency, in order for an employee to feel satisfaction from the job performed and
increase the productivity, employees perceived that the contribution to work should be
consistent with the expected reward. Some examples of cognitive motivation may include the
following: the resolve of complex rather than simple problems, the responsibility for situations
that require a lot of thinking, undertake of tasks which implies to find new solutions to
problems (Schei et al., 2002).

2.4. Concept of Employee Performance

Job performance is explained as it looks directly on the productivity of the employees by
examining the total number of acceptable quality of products produced by an employee in an
organization, within a given time. In the interpretation of Putterill and Rohrer (1995), Job
performance is defined as it emphasizes directly on worker efficiency by measuring the
amount of units of satisfactory capacity produced by an employee in work environment,
within a given time period. Opatha, 2002 emphasized that the perceived degree of employee
performance was operationalized into three dimensions such as Trait-based information,
Behavior-based information, Result based information. Opatha (2002) identifies that trait-
based information recognizes a subjective character of the employee such as attitude, initiative
or creativity. Behavior-based assessments of job performance concentrate on what is
encompassed in the job itself (Mathis & Jackson, 2003). Results are consequences created by
the employee. Result based information reflect employee accomplishment. A results-based
approach works well for jobs in which measurement is easy and obvious (Opatha, 2002).
There are various proofs and evidnces for the relationship between job design and employees‟
performance. Al-Ahmadi (2009) showed that the nature of work itself was seen as positively
related with performance, which indicates that fulfillment with amount of variety and
challenge in one’s job actually affects performance. Understanding ones capability and
independence to make choices are positively linked to performance.

Ivancevich (1998) proposed that, the methods to job design place diverse highlight on
performance and satisfaction as preferred results. In other words, certain approaches of job

19
design are mainly involved in refining performance; others are more concerned with
satisfaction. According to Borman, 2004 worker preparation and job redesigning, the aim is
almost always on taming work performance (Borman, 2004). In the opinion of Garg & Rastogi
(2006), well designed jobs can have an optimistic influence on both the workers satisfaction
and worth of performance. The observed job demands, work control and social backing
through job design directs to high productivity (Love and Edwards, 2005). Similarly Campion
et al (2005) recommended that nature of work has a significant impact on an employee’s
performance and attitude.

2.5. Empirical Review

Daniel (2018) was conducted a thesis on Analyzing the Concept of Job Design on Employee’s
Performance in Coca-Cola Bottling Company Abuja. Daniel (2018) examined to what extent
skill variety improves the productivity of employees in the company. He also determined to
what degree task identity influences the work environment of employees in the company. He
also investigate how task significance increases employees’ commitment of employees in the
Company. A descriptive research design was adopted in order to provide a framework to
examine the characteristics of the independent variables (skill variety, target identity and
target significance). A total of 151 participants were examined from the company with the use
of questionnaires, a simple random sampling technique was used. Data collected was analyzed
with the use of correlation coefficient and simple percentages. The Statistical Package for the
Social Sciences (SPSS) in performing data entry and analysis. After conducting a t-sample test
to test the H01, the test showed a figure of p=0.001, which is less than 0.05, with that in mind
the hypothesis was rejected because it shows evidence against H01, which states that there is
no significant relationship between skill variety and productivity of employees. It was
concluded that there is significant relationship between skill variety and the productivity of
employees. The results of the t- test showed that p=0.003, being that p=0.003 < 0.05, the H02
was rejected because it shows evidence against it. With that in mind, it led to the conclusion
that there is a significant relationship between task significance and employees‟ commitment.
A reliability analysis was also conducted to test the level of consistency between the variables.
The reliability score for job design was 0.90 that of skill variety was 0.74, Task Identity was
0.85 and the reliability score for task significance was 0.71. The reliability scores show that

20
there is a high level of internal consistency between the variables, being that the generally
accepted standard is 0.70 and above.

Ali and Aroosiya (2012) examined the Impact of Job Design on Employees‟ Performance
(With Special Reference to School Teachers in the Kalmunai Zone). The main idea/purpose of
this research was to examine the impact of job design on employees‟ performance in the
school of Kalmunai Zone in Sri Lanka and which features of job design significantly has an
impact on workers‟ performance in the organizations. To investigate this situation, a
hypothesis was formulated by means of deductive method. The research done by Ali and
Aroosiya, 2012 was used a random sample of five schools in Kalmunai Zone. The type of
research was correlation and it was cross-sectional on time horizon. Teachers worked as
participants on behalf of the firm. The measures employed in the research were of good
quality after guaranteeing reliability and validity. Information were gathered from 103
respondents which was 100% response rate. In order to investigate the hypothesis that was
concerned with “relationship between perceived levels of job design and perceived degree of
employees‟ performance” the Pearson Product-Movement Correlation technique was used.
The outcomes of the research revealed a significant and positive relationship between
perceived level of job design and perceived degree of employees‟ performance in the schools.
Found relationship was significant (correlation coefficient was .363 that was significant at
0.01level) indicating that a school would implement an efficient task identity, autonomy and
feedback in order to develop teachers‟ performance level.

Ali et al (2013) inspected “the impact of job design on employee performance, mediating role
of job satisfaction: A Study of FMCG‟s Sector in Pakistan”. The research measured the
influence of job design on worker performance while the mediation effects job satisfaction,
although job design has several methods they made use of the JCM model (Oldman &
Hackman, 1976), which includes five scopes of Job Characteristics Model (skill variety, task
identity, task significance, job autonomy and feedback) on worker performance. The study
was carried out since nearly all companies working in FMCG industry are multinational; they
are following almost the same processes and strategies of their parent enterprise with minute
change accordingly. A quantitative research method was implemented and it received about
90% responses out of the 150 sample size that was chosen. The findings of this investigation

21
showed that there is a positive relationship between job design and employee performance.
While the mediating impact of Job satisfaction is also found to be having a positive effect on
employee’s performance. Companies always have the mission of finding the distinctive means
in order to improve the performance of the workers for the study to conclude and assist to
analyze how job design have been help to improve the worker performance.

Al-Ahmadi, (2009) his research on the impact job design on job performance, inspected the
impact of job design on workers‟ performance in the school of Kalmunai Zone in Sri Lanka.
He also tried to point out the factors of job design that greatly affected workers‟ performance
in the company. Al-Ahmadi (2009) for that reason showed that the nature of job itself was
found certainly correlated with performance, which revealed that the satisfaction with amount
of variety and challenge in one’s job essentially impact performance. The logic of job
significance, feeling significant in the eyes of others, appreciating ones‟ competence, and the
autonomy to make choices are clearly linked to performance. A repercussion here was that
more thoughtfulness had to be given to refining task identity, feedback and autonomy so as to
advance the quality level of job design that can develop workers‟ performance in
accomplishing quality outcomes.

2.6. Conceptual Framework

To facilitate the research process and to have clear understanding of the expected relationship
among variables in the study, the following conceptual framework was developed to examine
the effect of Job design on employee performance of Dashen Brewery S.C. Job rotation is the
systematic and planned rotation of individuals in pre-determined jobs so that they can gain
additional knowledge or skills. As cited on (Zareen et al 2013) Meyer (1994) defined job
rotation as learning role in firms as employees get a chance to accomplish various task and
changing roles. Job enrichment is an important method for redesigning jobs, a motivation
technique that aims at making work more interesting and challenging for the employees in the
organization. It mainly consists of giving more responsibility than what originally applied to
the job, creating opportunities for professional growth and recognition. According to
(Podsakoff (1986) enriched jobs have been found to provide fundamentally satisfying tasks
and job enrichment is positively related to a wide variety of employee attitudes and
performance. Job enlargement also is defined as the horizontal level expansion of a job by

22
widening the scope and activities related to the job. It involves increasing the duties and
responsibilities associated at the same job level. Job enlargement gives opportunity to
individuals to realize of increasing importance in the organization due to the increased scope
of work that is being performed. Job Characteristics is popularized by Hackman and Oldman.
According to this approach there is direct relationship between job satisfaction and rewards
laid down into five core dimensions. Psychological Perception of employee is the attitude and
behavior of the employee towards the likeliness of their jobs. Attitude identifies how people
feel towards some task, person, event or object. According to Knapp and Mujtaba (2010) job
design can be defined as changing the content and processes of a job to increase an
employee’s satisfaction, motivation and productivity.

Figure 2 below demonstrates a model proposed which suggests that a job can be designed with
an effective blend of job rotation, job enrichment, job enlargement, job characteristics and job
design according to the attitude and behavior of the employee for performance maximization
and enhancing productivity.

Figure 2: Conceptual Framework diagram of the relationship between the dimensions of

Job design and employee performance

Source: Adapted from Mujtaba (2013), Conceptual Framework to demonstrate a

proposed model.

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 CHAPTER THREE

3. RESEARCH METHODOLOGY
3.1. Introduction
The purpose of this study was to investigate the effects of Job design on employee
performance of an organization in Dashen Brewery S.C in Debre Berhan City. The intent of
this section is to discuss the research design, population, sampling method, pilot study,
procedures of data collection and the data collection instruments.

3.2. Research Design

The nature of this study is an explanatory study which involves precise procedure and data
source specification to discover the degree of association/correlation among variables and the
aim is to test the hypothesis. In order to achieve the intended objectives of this study the
researcher was used explanatory and descriptive research design to assess attitude, opinion and
perception of employees about the relationship between Job design and Employee
performance in Dashen beer manufacturing company.

3.3. Research Approach

Research approach is a plan and procedure that consists of the steps of broad assumption to
detailed methods of data collection, analysis and interpretation. Quantitative research
essentially refers to the application of systematic steps of scientific research, while using
quantitative belongings in the study (Edmonds & Kennedy, 2013). Quantitative method is a
study involving analysis of data and information that are descriptive in nature and qualified
(Sekaran, 2003). Quantitative data were used in order to do more through statistical analyses
both descriptive and inferential of the sample respondents. Therefore, in terms of methods, this
research employed quantitative method while conducting the study.

3.4. Population and Sampling Frame

According to Neelam (2014) “Population means the totality of individuals from which some
sample is drawn”. Population composed of all observations on the entire group under our
consideration to gather all the necessary Data. Therefore, Employees of the company that were
working and living in Debre Berhan was Population of this Study. Accordingly, the target
population of the study was 276.

24
 3.5. Sampling Frame
A sampling frame is a list, directory or index of cases from which a sample can be selected
(Mugenda & Mugenda, 2008). The sampling frame list of the study consists of the entire
sample which helps for the sample size determination from the target population of the study.

The researcher was used and apply census. The reason of applying census was the population
of the study was small and it is possible to include every permanent individual employee of
the company working and living in Debre Berhan.

Table 3.1: Lists of Departments and employees of Dashen Brewery S.C, Debre Berhan

Total Number of Permanent

S No Name of the Department Employees (Population) Sample size
1 Sales 14 14
2 Engineering 58 58
3 Quality 21 21
4 Finance 14 14
5 Human Resource 17 17
6 Internal Audit 1 1
7 Procurement 11 11
8 Packaging 84 84
9 Brewing 32 32
10 General Production 3 3
11 Ware House 19 19
12 DCEO 1 1
13 Marketing 1 1

Total 276 276

Source: Internal report of the factory, 2020.

25
 3.6. Type of Data
This study was used a quantitative type of data. The reason of using Quantitative type of data
was the study was analyzed in the data by using statistical analysis. Statistical analysis mainly
uses quantitative data using appropriate measurement of their variables. In order to know the
effect of independent variables on the dependent variable, it requires quantitative type of data.

3.7. Data Source

In order to conduct this study the researcher was collect Data through the use of both primary
and secondary data sources.

3.7.1. Primary Data sources

Primary data refers to information that the researcher obtains from the field i.e. the subjects in
the sample of which questionnaires will be used. The primary data used structured (closed-
ended) and unstructured (open-ended) questionnaires that captured the various variables of the
study and the Likert scale labeled as Strongly Agree, Agree, Neutral/Not sure, Disagree and
Strongly Agree was used for consistency and ease of answering.

3.7.2. Secondary Data Source

For this study secondary data was collect from the company’s annual report, from their unions
and proclamations, documented templates about their annual performance. And also
organization productivity, organization success was used as secondary data source from valid
information which was published or unpublished, from Internets.

3.8. The pilot study

The objective of pilot study was to assess and improve the contents of the instrument and it is
conducted prior to the main study. For this study, the pilot study was conducted in a randomly
Employees of Dashen Brewery Debre Berhan. And hence for this study, the pilot study was
conducted in a randomly selected of employee of Dashen Brewery. (See Appendix 2).

Before its use to the actual study the questionnaire was piloted on 46 respondents. To ensure
the reliability of this scale, the Cronbach alpha coefficient was used which calculates a
coefficient of reliability that can lie between 0 and 1

26
 3.9. Data Collection Instruments
Data collection is the process of gathering and measuring information on variables of interest.
Before conducting the study, permission was obtained from the organization. After the
permission was granted, the Quantitative Data was collected by distributing questionnaires to
each and every respondents of the organization. A questionnaire is a type of survey method
that utilizes a standardized set or list of questions given to individuals or groups, the results of
which can be consistently compared and contrasted (Trochim, 2006). It can be used to reach
large number of respondents, lower costs than interviewing, reduced interviewer bias and
among others are advantages associated with questionnaire. To measure job design practices
under each variable a total of thirty two questionnaires were developed. For job rotation four
questionnaires with item five point Likert scale were developed. For job Enlargement four
questionnaires with item five point Likert scale were developed. For job Enrichment four
questionnaires with item five point Likert scale were developed. For job Characteristics ten
questionnaires with item five point Likert scale were developed. For job Design seven
questionnaires with item five point Likert scale were developed. For Psychological Perception
three questionnaires with item five point Likert scale were developed.

Similarly, to measure employee’s performance, seven questionnaires with item five point
Likert scale were developed. The participants’ rate from five possible alternatives: strongly
agree, agree, neutral, disagree and strongly disagree. The following numeric values were
assigned to the positively phrased questions: Strongly Agree = 5, Agree = 4, Neutral = 3,
Disagree = 2 and Strongly Disagree = 1.

Prior to the actual data collection participants were informed about the purpose of the study
and their role as a participant. During both a pilot study and the actual data collection an
explanation has been provided that participation is voluntary and they were also informed of
their anonymity i.e., the identity of any participant will not be mentioned in any part of the
report.

Interviewing was a way to learn detailed information from single individuals. There were
several types of interviews. The researcher was selected one kind of interviewing methods
considering the availability of individual to gain expert opinions on the job design and
employee performance in Dashen Brewery. The researcher was also being able to make direct

27
observations when the Plant was visited. During the visit the researcher gathers certain
information of how the job design behaves in the real office environment. The researcher was
also able to collect some important data from various office of the organization as a secondary
data collection mechanism. These data was gathered from various forms, internal circulars,
memos and departmental instruction during the visit.

3.10. Method of data analysis and presentation

After the required data has been gathered through the stated data collection methods, the next
steps were analysis and presentation of those data. As Cited on (Mayer, 2015), Saunders et.al,
(2009) states that data analysis gives meaning to data collected during research. Different
graphs, charts and tables were used to summarize and organize data and for the case of
statistical tests, a statistical package which is called StataMP 13 (Software package for social
science) was employed to analyze and present the data by using the statistical tools. Since all
data were approximately normally distributed (see table 5.4) parametric tests (correlation and
regression were employed).

To present a profile of the respondents through tables, and percentages and to identify the
mean and standard deviation of motivation and the performance of employees a descriptive
statistical analysis was employed for this study. In order to determine the relationships
between Job design and the performance of employees this study was used Pearson’s
correlation coefficient. The study was used multiple regression analysis to determine the
impact of motivation on the performance of employees.
3.10.1. Correlation Analysis
Correlation is exploring the degree of relationship between two variables. Correlation
coefficient is the measure to quantify such degree of relationship of the variables. Pearson’s
Correlation is exploring the significance of the relationship between variables. Based on the
direction, the degree of correlative measure can be categorized as Positive, Zero or Negative
correlation. Based on the Magnitude Correlation is can describe the strength of the correlation
using the guide that Evans (1996) suggests for the absolute value of r:

 0.00-0.19 “very weak”

 0.20-0.39 “weak”
 0.40-0.59 “moderate”

28
  0.60-0.79 “strong”
 0.80-1.0 “very strong”

3.10.2. Regressions analysis

Multiple linear regressions was employed. Multiple Linear regression explain the relationship
between two or more independent variables and a response variable by fitting linear equation.

The general formula for multiple linear regression models of explanatory variables is defined
to be:

Yi = βo + β1X1 + β2X2+ β3X3++ β2X4+ β2X5+ β2X6...................+ βpXP+ µi

Where Yi → dependent variable (employee performance)

X'S → independent variables (X1=job rotation, X2=job enlargment, X3= job enrichment,
X4=job characteristics, X5=job DESIGN, X6=psychological perception)

βo → is constant parameter

β's → are coefficient parameters

µi → residual due to measurement error

Assumptions of multiple linear regressions

1. Var ( ) =δ2, the error term should have constant variance (homoscedasticity)
2. The error term is independently and identically distributed random variable having
normal distributed with mean 0 and variance δ2 i.e. it distributes N (0, δ2)
3. X’s -are independent (no Multicollinearity) each other.
4. Explanatory variables and error term are uncorrelated.
Assumption checking of regressions

Linearity can be checked by drawing the scatter plot of response variable versus fitted value.
To attain linearity the pattern of the plot must be approximately linear. Normality can be
checked by drawing histogram and pp-plot, if the distribution of error terms under histogram
is approximately normal (bell shaped), and the distribution of points in pp- plot lays around
the straight-line normality is attained otherwise it is violated. Constant variance can be
checked drawing the scatter plot of standardize residual versus fitted value the scatteredness of

29
points in the plot must be random, it shouldn’t show any pattern. Absence of Multicollinearity
can be checked by using bivariate correlation analysis and variance inflation factor (VIF), the
value of Pearson correlation in bivariate correlation analysis is less than 0.5 and the value of
VIF is less than 10 the assumption of absence of Multicollinearity is satisfied otherwise it is
violated.

Estimation of Model Parameters

The most popular method of estimating the multiple linear regression parameters (β) is least
square method. Least squares method is a method that obtains an estimate of β which
minimizes the sum of square deviation of the observed values of the dependent variable (Y)
from its function E(Y) = X β

3.11. Reliability and Validity of the Research

3.11.1. Reliability Test
Reliability is the measure of internal consistency among measurement variables of the study
and the reliability of findings (Lee, 2005). Reliability of the instrument that the researcher was
used is checked and measured by pilot study that was conducted by choosing sample
respondents from the company.

The rule of thumb is that at least 10% to 20% of the sample should constitute the pilot test
(Baker, 1994). A pilot study was undertaken on forty six employees to test the reliability and
validity of the questionnaires. Cronbach’s alpha type of reliability was used to test the
reliability and validity of the questionnaire. A co-efficient value of 0.70 or higher is
considered as usually sufficient (Dikko, 2016).

Table 3.2: Reliability test

Cronbach’s
Variables Alpha value No of Items

Employee Performance 0.776 264

Psychological Perception 0.795 264

Job Design 0.794 264

Job Rotation 0.886 264

30
 Job Characteristic 0.784 264

Job Enrichment 0.819 264

Job Enlargement 0.823 264

Test Scale 0.837

Source: own survey, 2020

The reliability test table above shows all variables under the study are reliable enough. That is
all value of Cronbach’s Alpha is more than 0.75. This implies that the data of the study is
more reliable.

3.11.2. Validity Test

Validity is the extent to which an instrument measures what it is supposed to measure and
performs as it is designed to perform. There are two main types of validity, internal and
external. Internal validity refers to the validity of the measurement and test itself, whereas
external validity refers to the ability to generalize the findings to the target population.

Mugenda and Mugenda (1999), defines validity as the accuracy and meaningfulness of the
study, which are based on the research result. It is the extent to which an instrument can
measure what is supposed to be measured. The data measured must accurately represent the
variables of the study to be valid.

Validity of the questioners will be measure the research meaningfulness and accuracy of the
study. Thus, to ensure validity, the researcher has consulted the research advisor who proof
read the questionnaire and advised on any necessary changes.

3.12. Ethical Issue Consideration

To conduct this study the researcher were bring the necessary approval and permission from
Debre Berhan University. In the data collection process the researcher explain to respondents
about the research study and used for academic purposes only. All informations was used only
for academic purpose and handled privately and ethically. The information obtained for the
study was not be disclosed to third party as it will be used only for this study. Name and other
identify was not be used in the study. Finally, any work of scholar was acknowledged at
bibliography part.

31
 CHAPTER FOUR

4. DATA ANALYSIS, INTERPRETATION AND DISCUSSION

4.1. Introduction
The main objective of this study was examining the Effect of Job design on the performance
of employees in Dashen Brewery S.C Debre Berhan Ethiopia. Descriptive statistics has used
to summarize the characteristics of study variables and Multiple Regression Analysis has been
used to investigate the relationship between employees‟ performance and different Job design
factors.

4.2. Response Rate

The response rate of the respondent is presented in table 4.1
Table 4.1: Response Rate

Category Frequency Percent

Responded 264 95.65

Did not Responded 12 4.35

Total 276 100

Source: own survey: 2020

Out of 276 questionnaires 264 were returned hence a response rate of 95.65%. According to
Mugenda and Mugenda (2003), a 50% response rate is adequate.

4.3. Analysis on Demographic Characteristics

The demographic analysis entails descriptive statistics using frequencies and percentages in
describing the characteristics of the sample.
Table 4.2: Gender demographics characteristics.

Respondent Gender Frequency Percent

Male 174 65.91

Female 90 34.09

Total 264 100

Source: own survey: 2020

32
Table 4.2 shows the gender demographic distribution for the study with the male gender
category having a larger percentage of respondents when compared to their female
counterpart. This could be as a result of the work expectations, presence of faulty recruitment
practices which is a prevailing situation in most Ethiopian organizations or probably a poor
attitude of female staff towards involvement out of home in the working environment.
Table 4.3: Age demographics characteristics.

Respondent Age Frequency Percent

Below 25 Years 62 23.48

Between 26-30 Years 123 46.59

Between 31-35 Years 56 21.21

Between 36-40 Years 18 6.82

Above 41 Years 5 1.89

Total 264 100

Source: own survey: 2020

Table 4.3 shows the demographic distribution for staff work experience with a greater
percentage having Age ranging from 26-30 years. About 23.5% of the sampled respondents
are less than 25 years old, 21.2% of the respondents have 31-35 years, 6.8% of them have 36-
40 years and the rest 1.9% of the respondents have more than 41 years age.
Table 4.4: Tenure demographics characteristics.

Respondent Tenure Frequency Percent

Less than 1 Year 20 7.58

Between 1-2 Years 67 25.38

Between 3-4 Years 40 15.15

Between 4-5 Years 71 26.89

Above 5 Years 66 25

Total 264 100

Source: own survey: 2020

33
Table 4.4 shows the demographic distribution for staff work experience with a greater
percentage having experience ranging from 4-5 years which also reflects the better Job Design
practice in Dashen Brewery S.C. The result shows that about 7.6% of the sampled respondents
have less than one year of experience, 25.4% of them have 1-2 years, 15.2% of them have 2-3
years, and the rest 25% of the respondents have 5 and more than 5 years of work experience.
4.4. Descriptive statistics of the variables treated in the study
Descriptive statistics are a summary about the sample being studied without drawing any
inferences based on probability theory. The researcher has employed statistical data analysis
tools such as mean, standard deviation, frequency and percentile to analysis the collected data.
The summary of descriptive statistics of all variables that are evaluated based on a five point
Likert scale (from, 1; strongly disagree, 2; disagree, 3; neutral, 4; agree and 5; strongly agree).
According to Zaidation and Bagheri (2009), the mean score below 3.39, was considered as
low, the mean score from 3.40 to 3.79 was considered as moderate and the mean score above
3.8 was considers as high by comparison base of mean score of five Likert scale instrument.
The following table 4.5 provides descriptive statistics for all of the variables in this study. The
descriptive statistics included are the number of subjects (N), the Minimum (lowest) and
Maximum (highest) scores, the Mean (or average) for each variable and the standard deviation
Table 4.5: descriptive statistics for computed study variable.

Std.
Variable Frequency Mean Minimum Maximum
Deviation
Employee Performance 264 4.106 0.815 1 5
Job Enlargement 264 3.925 0.880 1 5
Job Enrichment 264 4.260 0.705 1 5
Job Characteristics 264 3.455 0.760 1 4.5
Job Rotation 264 2.242 1.159 1 5
Job Design 264 3.735 0.854 1 5
Psych. Perception 264 3.951 0.990 1 5
Source: own survey: 2020

Summary statistics of dependent and independent variables in the study shows that, Job
Enrichment has the highest mean value of 4.2604, it implies that Job Enrichment has relatively

34
higher Effects on the performance of employees due to Job enrichment includes a number of
different workplace practices, such as quality circles, self-directed teams, job rotation, and
information sharing (Mohr and Zoghi, 2008). The goal of job enrichment is to provide an
enhanced autonomy for the employees of an organization and increased operational efficiency
for the organization itself (Durai, 2010). Followed by Psychological Perception of the
Employees which has the mean value of 3.9508, implies that employee of the organization are
involved to decision making process, commitment, motivation and satisfaction which
ultimately lead to performance maximization and goals achievement. Involved employees
exert their connected energies of hand, head and heart in their work (Kahn, 1990). Hand
refers to physical, head refers to cognitive and heart refers to emotional energies. Human
relation theory of participation argues about involvement that as long as subordinates feel that
they are consulted, their ego gets satisfied and they become more cooperative (Zareen, Razzaq
& Mujtaba, 2013). Job enlargement follows by a mean of 3.9252, which implies that the
objective of job enlargement meet the interests of the organization (Durai, 2010). The main
goal of this technique is to enhance the status and the self-fulfillment needs of the employees,
while it gives the employees the opportunity to take part in the organization, the planning and
the control of tasks (Durai, 2010). Job design also giving a moderate mean of 3.7348, implies
that allocation of jobs and tasks were undertaken by specifying the contents, method, and
relationships of jobs to satisfy technological and organizational requirements, as well as the
personal needs of jobholders. Scientific management is a foundation for systematic job design.
Frederick Taylor developed scientific management theory in an effort to develop a “science”
for every job within an organization by creating a standard method for each job, successfully
select and hire proper workers, effectively train these workers and support these workers for
efficiency and effectiveness. Good job design takes attention to detail and alignment with
process. A Job characteristic is also determinants of employee performance in Dashen
Brewery by giving a moderate mean of 3.4545. The job characteristic theory proposed by
Hackman & Oldham (1976) stated that work should be designed to have five core job
characteristics, which engender three critical psychological states in individuals experiencing
meaning, feeling responsible for outcomes, and understanding the results of their efforts. Job
Rotation Technique has low effect on employees performance in Dashen Brewery by giving
overall mean of 2.2415 which shows that Job rotation practice is minimul and poor which will

35
affect the organization so that the organization should consider to practicing and considering
Job rotation as Method of increasing Employee Performance sothat improving Productivity
and organization success. Descriptively, the average or mean level of employee performance
was 4.1056 and standard deviation 0.8147, it implies that employees of the Dashen Brewery
S.C were good performer for the result of Good job design Practice in the organization which
are included in this study. It means that almost all of the employees were performed better due
overall good Job designing Practices in the organization.

4.5. Correlation Analysis of the Variables in the Study

The most commonly used techniques for investigating the relationship between two
quantitative variables are correlation and linear regression. Correlation quantifies the strength
of the linear relationship between a pair of variables, whereas regression expresses the
relationship in the form of an equation. To quantify the strength of the relationship, we can
calculate the correlation coefficient r. This r is the product moment correlation coefficient (or
Pearson correlation coefficient). The value of r always lies between –1 and +1. A value of the
correlation coefficient close to +1 indicates a strong positive linear relationship (i.e. one
variable increases with the other). A value close to –1 indicates a strong negative linear
relationship (i.e. one variable decreases as the other increases). A value close to 0 indicates no
linear relationship; however, there could be a nonlinear relationship between the variables.
The correlations given in table 6 below are calculated using the statistical package StataMP 13
which usually provides exact probability values associated with each significant associations. In
this study, the p values reported by SataMP 13 were used to make decisions about the significance
of correlations.
That is if the p value is larger than 0.05, then the correlation is not significant, whereas if the p
value is smaller than 0.05, then the correlation is significant. Therefore, if someone uses statistical
software such as StataMP 13 for correlation analysis, then there will not need to refer to a table of
t values for significance test, because the result obtained for significance will be the same
(Gliem & Gliem, 2003). After significance test, we can get the correlation coefficient value
indicating linear relationship among variables.

36
Table 4.6: Pearson correlation for the variables treated in the study

Study variable 1 2 3 4 5 6 7
1. Employee Performance 1

2. Job Enlargement 0.611* 1

3. Job Enrichment 0.600* 0.447* 1

4. Job Characteristics 0.735* 0.548* 0.496* 1

5. Job Rotation 0.086 -0.124 0.056 0.080 1

6. Job Design 0.678* 0.445* 0.422* 0.692* 0.122* 1

Psychological
7. 0.679* 0.408* 0.409* 0.659* 0.186* 0.641* 1
Perception
*. Correlation is significant at the 0.01 level (2-tailed).
Source: Output of StataMP 13 from own survey Data:2020
Table 4.6 shows the correlation coefficient between Job Design variables and Employee
Performance. The findings reveal that there is a statistically strong significant positive
relationship between, Job Enlargement and Employee Performance (r= 0.6108, p<0.01). There
is a statistically strong significant positive relationship between, Job Enrichment and
Employee Performance (r= 0.6001, p<0.01). There is a strong significant positive relationship
Between Job Characteristics and Employee Pertformance (r=0.7374, p<0.01). There is a
strong significant positive relationship Between Job Design and Employee Performance
(r=0.6775, p<0.01). There is a strong significant positive relationship Between Psychological
Perception and Employee Performance (r=0.6788, p<0.01). It is not statistically significant to
predict the relationship between Job rotation and Employee Performance (r=0.0857, p>0.01).

4.6. Regression Diagnostics

Regression diagnostics will explore how well our data meet the assumption of OLS regression.
To verify that our data have met the assumption of OLS regression without misleading our
result.

37
 4.6.1. Checking Linearity
When Doing linear regression, there is the assumption that the relationship between the
dependent and independent variable should be linear with respect to their parameter, which is
known as assumption of linearity. If the assumption is violated, the linear regression will try
to fit a straight line to data that does not follow a straight line. Checking Linearity in Multiple
linear regression is by using to plot the standardized residuals against each of the predictor
variables in the regression model. If there is a clear non linear pattern, there is a problem of
nonlinearity.

In the first plot below Figure 4.1, it shows clearly that, the smoothed line is very close to the
ordinary line and the entire line looks pretty uniform.

Figure 4.1: Linearity Checking Job Enlaregment

Linearity Checking Job Enlaregment

4
3
2
1
0

1 2 3 4 5
Mean of Job Enlargement

Source: Own Survey Stata output:2020

In the Figure 4.2, the plot below shows less deviation from linearity sothat the problem of
nonlinearity is not happening yet.

38
Figure 4.2. Linearity Checking Job Enrichment

5
4
3
2
1 Linearity Checking Job Enrichment

1 2 3 4 5
Mean of Job Enrichment

Source: Own Survey Stata output:2020

Figure 4.3. Linearity Checking Job Characteristics

Linearity Checking Job Characteristics

3
2
1
0

1 2 3 4 5
Mean of Job Characteristics

Source: Own Survey Stata output:2020

The acprplot Plot In Figure 4.3 for Job Charcteristics shows that there is a clear linearity
which does not show nearly as much deviation from Linearity.

39
Figure 4.4: Linearity Checking Job Rotation

2
1
0 Linearity Checking Job Rotation
-1

1 2 3 4 5
Mean of Job Rotation

Source: Own Survey Stata output:2020

In Figure 4.4 above, the residual versus predictor variable that is Job rotation indicates a
strong and clear indication of Linearity.

Figure 4.5: Linearity Checking Job Design

Linearity Checking Job Design

3
2
1
0

1 2 3 4 5
Mean of Design

Source: Own Survey Stata output:2020

40
In Figure 4.5 above, the residual versus predictor variable that is Job design indicates a strong
and clear indication of Linearity.

Figure 4.6: Linearity Checking Job Design

Linearity Checking Psychological Perception

3
2
1
0
-1

1 2 3 4 5
Mean Psychological Perception

Source: Own Survey Stata output:2020

In Figure 4.6 above, the residual versus predictor variable that is Job design indicates a strong
and clear indication of Linearity in which the smoothed line is very close to to the ordinary
line

4.6.2. Checking Normality of Residuals

The next assumption of regression analysis is error terms must be normally distributed with
mean zero and constant variance. Normality of residuals is only requared for valid hyphotesis
testing, that is the normality assumption assures that the p-values for the t-test and the F-test
will be valid. OLS regression merely requares that the residuals(error terms) be identically and
independently distributed.

After we run the regression analysis by StataMP 13, we can use the predict command to create
residuals and then use commands such as kdensity, qnorm and pnorm to check the normality
of residuals. Another test available is the swilk test which performs the Shapiro-Wilk test for
Normality. The p-value is based on the assumption that the distribution is Normal.

41
 Figure 4.7: Normality Checking Using Kernel density

1 Kernel density estimate

.8
.6
Density

.4
.2
0

-1 0 1 2
Residuals

Kernel density estimate

Normal density
kernel = epanechnikov, bandwidth = 0.1230

Source: Own Survey Stata output:2020

The above Figure 4.7, kdensity command to produce a kernel density plot with normal option
requesting that a normal density be overlaid on the plot. It can be thought of as a histogram
with narrow bins and moving average.

Figure 4.8: Normality Checking Using pnorm

1.00
0.75
0.50
0.25
0.00

0.00 0.25 0.50 0.75 1.00

Empirical P[i] = i/(N+1)

Source: Own Survey Stata output:2020

42
Table 4.7: Shapiro-Wilk test of Normality

Shapiro-Wilk test for normal data

Variable
Observation W V Z Prob>Z

R 264 0.98766 2.348 1.991 0.02325

Source: Own Survey:2020

In Table 4.7 above swilk test P-value is very large which is 0.02325, indicating that we cannot
reject the hyphotesis that r is normally distributed.

4.6.3. Ckecking Homoscedasticity of Residuals

One of the assumption for the ordinary least square regression is that error terms should have a
constant variance, that is the homogeneity of variance of the residuals. If the model fitted, there
should be no pattern to the residuals plotted against the fitted values. If the residuals is non-
constant then the residuals variance is said to be heterosedastic. There are graphical and non
graphical method of detecting heterosedasticity.

A commonly used graphical method is to plot the residuals versus fitted(predicted) values.
Graphical method in StataMP 13 is by using the rvfplot command. Rvfplot command with the
yline(0) option to put a reference line at y=0. Non graphical method of testing Heteroscedasticity
is by using a Breush-pagan test for heteroscedasticity with command hettest and White’s test given
by command imtest.

Both tests the null hypothesis that the variance of the residuals is homogenous. Therefore if the p-
value is very small, we would have to reject the hyphothesis and accept the alternative hypothesis
that the variance is not homogeneous.

43
 Figure 4.9, Graphical Method of testing heteroskedasticity

2
1
Residuals

0
-1

1 2 3 4 5
Fitted values

Source: Own survey Stata output, 2020

From Figure 4.9, we see that the pattern of the data which is random, so the assumption of
constant variance was attained.

Table 4.8: Breush-Pagan heteroskedasticity test

Breush Pagan Test

Variables fitted values Chi2(1) Prob > chi2

Employee Performance 14.86 0.0001

Ho: Constant Variance
Source: Own survey Stata output:2020

Table 4.9: White’s heteroskedasticity test

Cameron's & Trivedi's decomposition of IM-test

source chi2 df p
Heteroskedasticity 73.30 27 0.0000
Skeweness 17.13 6 0.0088
Kurtosis 1.20 1 0.2729
Total 91.63 34 0.0000
Source: Own survey Stata output:2020

44
As shown in Table 4.8 and 4.9 Both test the null hypothesis that the variance of the residuals is
homogenous. So, we have the evidence against the null hypothesis that the variance is
homogenenous.

4.6.4. Checking of Multicollinerity

When there is a perfect linear relationship among the predictors, the estimates for a regression
model cannot be uniquely computed. The term collinerity implies that two variables are near
perfect linear combination of one another. The primary concern is that as the degree of
multicollinarity increases, the regression model estimates of the coefficients become unstable
and the standard errors for the coefficient can get wildly inflated.

The Stata command which can be used is the VIF command which stand for variance inflation
factor. Tolerance, defined as 1/VIF is used to check on the degree of Multicollinerity. To
attain this assumption the value of VIF should be less than 10 or the Tolerance value lower
than 0.1 is comparable to a VIF of 10. As it has been indicated in table 5.7 below, the value of
VIF is much less than ten, so the assumption of absence of Multicollinerity was attained.

Table 4.10: Collinearity Statistics

Variable VIF 1/VIF

Job Characteristics 2.63 0.380834

Job Design 2.2 0.453956

Psych. Perception 2.07 0.48249

Job Enlargement 1.61 0.620619

Job Enrichment 1.44 0.696808

Job Rotation 1.1 0.911923

Mean VIF 1.84

Source: Own survey Stata output:2020

4.7. Multiple linear regressions

To determine the effect of each independent variable on the dependent variable, multiple
regression analysis is applied. The main problem with any linear regression approach is that it
ignores the possibility that a collection of variables, each of which is weakly associated with

45
the outcome, can become an important predictor of the outcome when taken together
(Fagerland & Hosmer, 2012). Accordingly, a significant model emerged F (6, 257) = 105.94,
P < 0.01) showing that the combination of independent variables (job enlargement, job
rotation, job enrichment, job characteristics, Job Design and Psychological Perception),
significantly predicts the dependent variable (performance of the Employee). R Square in the
model summary table below shows the degree of explanation of the dependent variable by the
model.

Table 4.11: Model summary table

Model F( 6, 257) Prob > F R-squared Adj R-squared Root MSE

1 105.94 0.000 0.7121 0.7054 0.44224

Source: Own Survey Stata output:2020

The model analysis of regression is shown in the table 4.11 above indicates the strength of the
relationship between the independent variables (job enlargement, job rotation, job enrichment,
job characteristics, Job Design and Psychological Perception) and the dependent variable
(Employee Performance). The R square value in this case is 0.7121 which clearly indicates
that the job enlargement, job rotation, job enrichment, job characteristics, Job Design and
Psychological Perception share a variation of 71.21 % of Employee Performance. F- statistic
just compares the joint effect of all variables together. F-statitics is used in combination with
the p-value to decide the overall results are significant. The F-test value result from table 5.20
is 105.94 with a p-value of 0.001 at 0.01 alpha level of significance. Therefore a significant
relationship was present between the independent variables (job enlargement, job rotation, job
enrichment, job characteristics, Job Design and Psychological Perception) and the dependent
variable (Employee performance).

46
Table 4.12: ANOVA Table (F-test)

Degree of
Source of variation Sum of Squares fredoom Mean Square F( 6, 257) Prob > F

Model 124.309815 6 20.7183024

105.94 0.001
Residual 50.2625694 257 0.1955742

Total 174.572384 263 0.663773323

Source: Own Survey Stata output:2020

In other words the entire model was a good fit. So, this lead to accept the hypothesis that “the
overall job design factors have a positive impact on employee performance”, but it does not
show which predictor variable make the model significance, which can be examined by the
coefficient table (t-test) in table 4.13 below. The coefficient table or t-test of regression
analysis shows the effect of each predictor variable on the response variable.

Table 4.13: Coefficient table (t-test)

Employee Performance Coefficients Std. Error t P>|t| [99% Conf. Interval]

Job Enlargement 0.198 0.039 5.04 0.000 0.0962 0.3003

Job Enrichment 0.253 0.046 5.45 0.000 0.1324 0.3729

Job Characteristics 0.247 0.058 4.25 0.000 0.0960 0.3978

Job Rotation 0.012 0.025 0.48 0.633 -0.0522 0.0757

Job Design 0.172 0.047 3.62 0.000 0.0488 0.2949

Psych Perception 0.191 0.040 4.81 0.000 0.0879 0.2937

_cons -0.024 0.186 -0.13 0.898 -0.5067 0.4590

Source: Own Survey Stata output:2020

The established multiple linear regression equation becomes:

EP=-0.024+0.198 +0.253 ER+0.247 CHR +0.012 +0.172 D +0.191 PYCH

Where EP is the employee performance and is Job Enlargement factor, ER is Job

Enrichment factor, CHR is Job Characteristic factors, is Job Rotation factors, D is job
47
design factor and PYCH is psychological perception factor. The set of predictor variables
listed in the coefficient table, and the regression coefficients βi for each predictor variable also
given in the table7 above.

For the constant, the intercept is not significant because there is not sufficient statistical
evidence that the constant does not differ significantly from zero. The coefficient of the
constant is not significant since t-value=-0.13 (p-value=0.898>0.05 level of significance).

The regression coefficient of Job Enlargement in this multiple Linear regression is 0.198 with
a t-value of 5.04 (p-value=0.001<0.01 level of significance) .This shows that one unit change
in Job Enlargement results in 0.198 unit increase in Employee Performance.

The regression coefficient of Job Enrichment in this multiple Linear regression is 0.253 with a
t-value of 5.45 (p-value=0.001<0.01 level of significance) .This shows that one unit change in
Job Enlargement results in 0.198 unit increase in Employee Performance.

The regression coefficient of Job Characteristic in this multiple Linear regression is 0.247 with
a t-value of 4.25 (p-value=0.001<0.01 level of significance) .This shows that one unit change
in Job Characteristic results in 0.247 unit increase in Employee Performance.

The regression coefficient of Job Design in this multiple Linear regression is 0.172 with a t-
value of 3.62 (p-value=0.001<0.01 level of significance) .This shows that one unit change in
Job Design results in 0.172 unit increase in Employee Performance.

The regression coefficient of Psychological Perception in this multiple Linear regression is

0.191 with a t-value of 4.81 (p-value=0.001<0.01 level of significance) .This shows that one
unit change in Psychological Perception results in 0.191 unit increase in Employee
Performance.

Since the P-value of 0.663 (p-value=0.663>0.01 level of significance) that there is no

significant relationship between job rotation and performance intensity in Dashen Brewery
S.C Debre Berhan.

48
 CHAPTER FIVE

5. SUMMARY, CONCLUSION AND POLICY IMPLICATION

5.1. Introduction
This chapter presents the summary of findings and conclusions drawn from the findings. The
conclusions and recommendations are focused on addressing specific objectives of the
research. Policy implication and area for further research have also been outlined in this
chapter.

5.2. Summary of the findings

This study focuses on the effects of Job design on Employee Performance of Dashen Brewery
S.C Debre Berhan Plant. The objectives of the study were: 1. to investigate whether Job
Design significantly relates to Employees’ Performance in Dashen Brewery Debre Berhan
Site. 2. to examine the effectiveness of job design and the degree of Employees’ performance
in Dashen Brewery Debre Berhan Plant. 3. to describe the commonly obtained effects/impacts
of job design in Dashen Brewery. 4. Examine the nature and kind of job design in Dashen
Brewery Debre Berhan Site. The population of this study comprised of all the employees of
Dashen Brewery S.C Debre Berhan plant. The sampling frame for this study consisted of a list
all employees of the listed private banks and was obtained from the HR department of the
organization. The census technique was used in the study to select the respondents from the
list of employees provided by the human resource department in order to capture the entire
population, thus, the sample size of the study was 276. For this study, 276 questionnaires were
distributed and 264 questionnaires were properly filled and collected. The general profile of
the respondents showed that 65.91% of the respondents are male whereas the remaining
34.09% are female. Regarding to the age profile of the respondents pertain 23.48% of the
sampled respondents are less than 25 years old, 46.59% of them have age of 26-30 years,
21.21% of the respondents have 31-35 years, 6.82% of them have 36-40 years and the rest
1.89% of the respondents have more than 41 years age. The third demographic variable in this
study is tenure (work experience) of respondents. The result shows that about 7.58% of the
sampled respondents have less than one year of experience, 25.38% of them have 1-2 years,
15.15% of them have 2-3 years, 26.89% of the respondents have 3-4 years and the rest 25% of
the respondents have 5 and more than 5 years of work experience.

49
The result of the descriptive statistics of this study showed that, Job Enrichmement has the
highest mean score 4.26 followed by job psychological perception with mean of 3.95,
Enlargment with mean value of 3.92, job design mean value of 3.73 and Job Characteristic
with a mean of 3.45. Job rotation have giving a mean of 2.24. This implies Job Design factors
are related to employee performance in Dashen Brewery. Job design is effectively
implemented in the organization and the approaches are related to increase degree of
Employees’ performance in Dashen Brewery Debre Berhan Plant. From the Job design factors
job rotation in dashen Brewery giving a minimum value indicating that Job rotation is not
implemented in Dashen Brewery S.C Debre Berhan Plant site.
5.2.1. Summary of the study variables
From the findings, the study found out that job design affects employee performance levels in
dashen Brewery Debre Berhan Plant. The study were included six Job design factors that were
bounded on job rotation, job enlargement and job enrichment, Job characteristics, Job design
and psychological perception as the independent variables.
From the finding Majority of the repondents strongly disagree that Job rotation is not
implemented in Dashen Brewery. Majority of the respondents felt that Job rotation is not
considered as a method and technique of career development in the organization, Job rotation
has not been used in the organization to broaden individual knowledge and experience as well
as to decrease employee burnout and exhaustion, Job rotation in the organization is not related
to increase Employee performance, Job rotation is not used for Employees readiness for
organizational change and performance.
From the findings, majority of the respondents felt that that job enlargement ensures utilization
of employee skills effectively, enhances an employee's job scope, ensures job diversity,
reduces boredom at work place and makes work more meaningful. The respondents also felt
that job enlargement ensures utilization of employee’s skills effectively.
In addition, the study sought to examine the respondent’s level of agreement with the variable
that relates to Job Enrichment. From the findings, majority of the respondents felt that job
enrichment has a positive effect on skill improvement on employees, being given more
responsibilities at work enabled the respondents to advance their careers, and there is a sense
of accomplishment and achievement in performing tasks assigned to them by their

50
supervisors, job enrichment helps them increase their performance and the organization gives
them opportunities to use their various varieties of skills.

The study also established that the respondents felt that Job Characteristics has a positive
effect on the variety of skills in order to complete the work, work specialization in terms of
purpose, tasks or activities, performance of a wide range of tasks, personal initiative or
judgment in carrying out the work, considering opportunity for independence and freedom in
how to do the work, provide direct and clear information about the effectiveness (e.g., quality
and quantity) of the job performance and provide with the information about performance of
their target.
From the findings, the study also found that the respondents felt that Job Design has a positive
effect on employee performance. Majority of the respondents agreed that designing the work
place in terms of seating arrangement, work place clearance, reach, eye, height, leg room are
all adequate to perform they Job very well. They also have the tools and resources to do their
job well. The designed work also involves them completing a piece of work that has an
obvious beginning and end.
From the findings, the study also found that the respondents felt that psychological perception
of employee affects the levels of their performance interms of the attitude and behavior of the
employee towards the likeliness of their jobs. They also involved in Work related to job as if
they get involved in the completion of tasks whole heartedly, their performance will increase
to higher levels. They also satisfy with their job related work then they will be more involved
in completing tasks assigned to them and it ultimately affects their performance which results
in fulfillment of organizational goals.
The findings also indicate that the most important independent variable in the regression
model is job enrichment. It has the highest Beta value of 0.253, then followed by job
characteristics with a Beta of 0.247, then followed by job enlargement with Beta value of
0.198, then followed by psychological perception with Beta of 0.191 and lastly job design
with a Beta of 0.172.
A reliability analysis was also conducted to test the level of consistency between the variables.
The reliability score for Employee performance was 0.78 that of psychological perception was
0.79, Job design was 0.79 and the reliability score for Job characteristic was 0.78. The
reliability score for Job rotation was 0.89, for Job enrichment was 0.82 and for Job

51
enlargement was 0.82 The reliability scores show that there is a high level of internal
consistency between the variables, being that the generally accepted standard is 0.70 and
above.
5.2.2. Summary of Correlation and Regression Findings
From the results of the correlation analysis done, it indicates that that there is a statistically
significant positive relationship between, Job Enlargement and Employee Performance. There
is also a strong significant positive relationship between Job Enrichment and Employee
Performance, a strong significant positive relationship between Job Characteristics and
Employee Performance, a significant relationship between Job design and Employee
Performance, and there is a significant relationship between psychological perception and
Employee Performance. The results of the ANOVA test show that there is a significant
relationship was present between the independent variables (job enlargement, job rotation, job
enrichment, job characteristics, Job Design and Psychological Perception) and the dependent
variable (Employee Performance).
5.3. Conclusions
From the finding and the summary done, the study concludes that there is a significant positive
relationship between Job Enlargement and Employee Performance. There is also a strong
significant positive relationship between Job Enrichment and Employee Performance, a strong
significant positive relationship between Job Characteristics and Employee Performance, a
significant relationship between Job design and Employee Performance, and there is a
significant relationship between psychological perception and Employee Performance in
Dashen Brewery S.C Debre Berhan Plant. The study concludes that Job enlargement ensures
that an employee’s skills are utilized effectively because when an employee is given more
duties at work, it allows employees to use their skills fully, providing them with greater
Performance, job enlargement can improve the employees' abilities and skills and provide
them with the chance to communicate and learn from others. It makes employees feeling that
the organization is actually owning them and that increases their Performance levels.
The study also concludes that job enrichment enhances an employee’s job scope to a great
extent because it aims to encourage job performance and satisfaction through changing the
context and process of a specific job. It allows workers to diversify their activities in an
attempt to make work more interesting, fulfilling and to reduce boredom and routine. Job itself

52
is motivating and if it is designed in such a manner that they are challenging, interesting and
meaningful the employees feel that the organization owes them and ultimately boost their
performance.
Based on the findings, job design has an effect on the performance of the employees in
Dashen Brewery S.C in Debre Berhan Plant. Good job design brings greater performance
which leads to organizational success as a whole. The management of organizations should
therefore make sure that jobs are well designed accordingly including Job rotation Mechanism
to boost the performance of the employee in a greater extent in the future.
5.4. Recommendation
The findings of this study would have the potential value adding for future company success
and shall give a valuable finding for the management of Dashen Brewery S.C. The finding
also have a value for those who are interested in furthering the research in more detailed way.
Depending on the findings & conclusions of the study, the researcher came up with some
important recommendations which would help the organization to focus on job designing
system at the Dashen Brewery which would contribute to employee productivity so that
organization success.
The finding of this study shows that, majority of the employees of the brewery aged up to 30
years which gives the company the opportunity of young and productive work force for the
next organizational success. Therefore, it is a great advantage to the campony to impliment
and practices the job redisigning factors to motivate the employees and retain them for
startegic human capital management which would lead the organization for better performance
to achieve the desired goals and objective.
The finding also shows that Job rotation has the lowest mean value of 2.24, which shows
clearly that, Job Rotation Technique and practice is minimal which would affect the organization
so that the organization should consider to practicing and considering Job rotation as Method of
increasing Employee Performance so that improving Productivity and organization success.
The finding also shows that Job Enrichment has the highest mean value of 4.26, it implies that
Job Enrichment has relatively higher Effects on the performance of employees in the
organization. As a result, the management of the the campony should keep the current Job
enrichment factors as a method of increase employee motivation so that productivity boosts in
aligninging with other job design factors.

53
The management of the Dashen Brewery should consider that Job design in the workplace
needs to be executed in such a way that it aligns with the goals and objectives of the
employees and not only with that of the organization.
Designing jobs encourage employees to improve the job itself which increases the ability of an
employee to produce high-quality products and services. Job design emphasizes the need for
continuing personal and professional development and learning. For the reason of motivating
employees, the company should consider Comprehensive training programs in related with the
job rotation.
It is also important that the management of the organization should consider to encourage
their employees set their long term goals in accordance with organizational goals and
objectives so that their jobs are designed in such a way that it is a means of achieving their
goals as well as organizational goals.
5.5. Limitations and Future Direction
The present research has attempted to analyze the impact of job design on employee
performance. In order to accomplish it, data was collected from Dashen Brewery Debre
Berhan Plant. But future research can be preceded in to other Manufacturing Companies to
precisely the effect of job design on employee performance. Furthermore, the model can be
tested with other mediating variables like motivation, employee engagement etc. As the main
respondents were 1st level and middle level employees but the research can be proceed with
respondents of executive’s level managers.

54
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 APPENDIX I: QUESTIONNAIRES
DEBRE BERHAN UNIVERSITY
COLLEGE OF BUSINESS AND ECONOMICS
DEPARTMENT OF MANAGEMENT
MBA PROGRAM
Questionnaires to be filled by Employees of the Dashen Brewery
Dear respondents;
I am currently a student of Debre Berhan University and I am doing my MBA Thesis. The
purpose of this questionnaire is to carry out a research thesis on Effects of Job Design on
Employee Performance for the Partial Fulfillment of the Requirements for the Award of
Master of Business Administration. Any information you present will be kept confidential and
will be used only for academic purpose. Your cooperation and prompt response will be highly
appreciated.
General instruction
 This questionnaire is to be filled by Employees of the Dashen Brewery.
 You are not required to write your name.
 You are kindly asked to read carefully and respond to each question in the
questionnaire.
 Please put a "√” mark in the box of your choice.
Thank you for your cooperation in advance!
SECTION I: GENERAL INFORMATION
1. Sex

Male Female

2. Age
Below 25 years
Between 26- 30 years
Between 31-35 years
Between 36-40 years
Above 41 years

3. Tenure: How long have you worked at in Dashen Brewery

63
 Less than 1 Yr. Between 1-2 Yrs.

Between 2-3Yrs. Between 3-4 Yrs.

Above 5Yrs.
SECTION 2: QUESTIONS RELATE TO JOB DESIGN
Please read each statement related to Job design and indicate your level of agreement and
disagreement. Please put 1 up to 5 in respondent scale. (Where: SA=Strongly Agree,
A=Agree, N=Neutral, DA= Disagree, SD= Strongly Disagree).
Respondent Scale SA A N D SD
S. No
Statement in related with Job rotation 5 4 3 2 1
Job rotation is considered as a method and technique of career development
1 in our organization.
Job rotation has been used in our organization to broaden individual
2 knowledge and experience as well as to decrease employee burnout and
exhaustion.
Job rotation in our organization is related to increase Employee
3 performance
Job rotation is used for Employees readiness for organizational change and
4 performance.
Respondent Scale SA A N D SD
S. No Statement in related with Job Enlargement 5 4 3 2 1
There is a general practice to assign employees additional tasks other than
5 their regular job duties
Performing the additional same level duties helps me improve my growth
6 opportunities
7 Doing additional same level duties is helpful for promotion and
advancement
8 I perform additional tasks assigned to me by my supervisor as efficiently as
my regular tasks.

64
 Respondent Scale SA A N D SD
S. No Statement in related with Job Enrichment 5 4 3 2 1
The amount of the work I am expected to do on my job is reasonable for
9 me and to the company
10 My department has good priorities and direction for employees
I have adequate information and knowledge which enables me to do my
11 jobs well
Opportunity is given in the company to complete my entire task which I
12 can do by own
Respondent Scale SA A N D SD
S. No Statement in related with Job Characteristics 5 4 3 2 1
The Job requires me to utilize a variety of skills in order to complete the
13 work
14 The job is highly specialized in terms of purpose, tasks or activities
15 The Job requires the performance of a wide range of tasks
16 The job involves doing a number of different things
The result of my work are likely to significantly affect the lives of other
17 people
18 The job has a large impact on people outside the organization
The job gives me a chance to use my personal initiative or judgment in
19 carrying out the work
The job gives me considerable opportunity for independence and freedom
20 in how I do the work.
The work activities themselves provide direct and clear information about
21 the effectiveness (e.g., quality and quantity) of my job performance.
22 The job itself provides me with information about my performance

Respondent Scale SA A N D SD
S. No Statement in related with Job Design 5 4 3 2 1
23 The seating arrangement on the job are adequate
The work place allows for all size difference between people in terms of
24 clearance, reach, eye, height, leg room.

65
 My job design is clear which helps me to increase self-management and self
25 sufficiency
I experience personal growth such as updating skills and learning different
26 jobs
27 I have the tools and resources to do my job well
The job involves completing a piece of work that has an obvious beginning
28 and end
29 Overall, I am satisfied with my job design
Respondent Scale SA A N D SD
S. No Statement in related with Psychological Perception 5 4 3 2 1
My Job is Meaningful to me and I perceive that making a valuable
30 contribution to my work, as being important and worthwhile.
31 I feels that personally accountable for the results of the work I do.
I knows and understands the actual results of my work activities on a
32 continuous basis, how effectively I perform my job.

SECTION 3: QUESTIONS RELATE TO EMPLOYEE PERFORMANCE

Please read each statement related to Job design and indicate your level of agreement and
disagreement. Please put 1 up to 5 in respondent scale. (Where: SA=Strongly Agree,
A=Agree, N=Neutral, DA= Disagree, SD= Strongly Disagree).
Respondent Scale SA A N D SD
S. No Statement in related with Employee Performance 5 4 3 2 1
33 I almost always perform better than what can be characterized as
acceptable performance

34 I always perform better than what can be expected

35 I always reach my performance target
36 I feel that my performance is reflective of my abilities
37 I often expend extra effort in carrying out my job
38 I try to work as hard as possible
I try hard to accomplish my tasks with the highest quality and performance.
39
40 I intentionally expend a great deal of effort in carrying my job

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 ደብረ ብርሃን ዩኒቨርሲቲ

የቢዝነስ እና ኢኮኖሚክስ ኮሌጅ

ማነጅመንት ዲፓርትመንት
MBA ፕሮግራም

ዉድ የዚህ መጠይቅ ተሳታፊ

እኔ የደብረብርሃን ዩኒቨርሲቲ ተማሪ ስሆን በማስተረስ ፕሮግራም የዘንድሮ የ 2012 ዓ.ም

ተመራቂ ነኝ፡፡ በዚህም መሰረት ለማስተርስ ኦፍ ቢዝነስ አድሚኒስትሬሽን(MBA) አዋርድ
መሙያ ይሆን ዘንድ ጥናት እና ምርምር እያካሄድኩ እገኛለሁ፡፡ የጥናት እና ምርምር ርዕስ
በ Effects of Job design on Employee Performance የሚል ሲሆን፡ የዚህ ርዕስ እና
መጠይቅ አላማም የድርጅታችሁ የስራ አፈፃፀም እና በሠራተኛዉ ላይ ባለው የሥራ ቅጥር
ውጤቶች ላይ የምርምር ትንተና ማካሄድ ነው፡፡ማንኛውም የሚያቀርቡት መረጃ በሚስጥር
የሚጠበቅ ሲሆን የሚሰጡን ቀና ምላሽ ለትምህርታዊ ጥቅም እና ዓላማ ቢቻ የሚዉል
መሆኑን በአክብሮት ለመግለፅ እወዳለሁ፡፡

ለእርስዎ ትብብር እና ፈጣን ምላሽ አስቀድሜ ማመስገን እፈልጋለሁ።

አጠቃላይ መመሪያ

 ይህ መጠይቅ በፋብሪካዉ ሰራተኞች ቢቻ የሚሞላ ነዉ ፡፡

 ስምዎን እንዲጽፉ አይጠየቁም ፡፡
 ለእያንዳንዱ ጥያቄ በጥንቃቄ አንብበዉ እንዲመልሱ በትህትና ተጠይቀዋል።
 እባክዎን በመረጡት ሣጥን ውስጥ የ “√” ምልክት ያድርጉ ፡፡

ስለ ትብብርዎ እናመሰግናለን!

67
ክፍል 1: አጠቃላይ መረጃ

1. ፆታዎን
ወንድ ሴት
2. እድሜዎን
ከ 25 ዓመት በታች ከ26-30 ኣመት
ከ31-35 ዓመት ከ36-40 ዓመት
ከ41 ዓመት በላይ
3. የድርጅት ቆይታዎ፡፡ በድርጅትዎ ዉስጥ ስንት ዓመት አገልግለዋል
ከ1 ዓመት በታች ከ1-2 ዓመት
ከ2-3 ዓመት ከ3-4 ዓመት
ከ4-5 ዓመት

ክፍል 2: -ከሥራ ንድፍ ጋር የሚዛመዱ ጥያቄዎች

እባክዎን ከሥራ ንድፍ ጋር የሚዛመዱ መግለጫ ወይም ጥያቄ አንብበዉ የሚስማማዎትን

ደረጃ በተመልካች ሚዛን ሳጥን ውስጥ ምልክት ያስቀምጡ፡፡ የተመልካች ሚዛን ሳጥን ከ1-5
የያዘ ሲሆን፡

1. በጣም አልስማማም(በአ)
2. አልስማማም(አል)
3. ሐሳብ የለኝም(የለ)
4. እስማማለሁ(እስ)
5. በጣም እስማማለሁ(በእ)

ምላሽ ሰጪ ሚዛን በእ እስ የለ አል በአ
ተ.ቁ መግለጫ ከሥራ ዝዉዉር(እሽክርክሪት) ጋር የተያያዘ 5 4 3 2 1
1 የሥራ እሽክርክሪት በድርጅታችን ውስጥ የሙያ ልማት እና እድገት ዘዴ
ተደርጎ ይወሰዳል
2 የሥራ ሽክርክሪት ግለሰባዊ እውቀትን እና ልምድን ለማስፋት እንዲሁም
የሰራተኛ መሰልቸትን እና ድካምን ለመቀነስ በድርጅትችን ውስጥ ጥቅም
ላይ ውሏል።
3 በድርጅታችን ውስጥ የሥራ መዘዋወር የሰራተኛ አፈፃፀምን ከመጨመር
ጋር የተያያዘ ነው
4 የሥራ እሽክርክሪት ለድርጅታችን የወደፊት እድገት እና ለተሻለ ለዉጥ
ዘዴ ተደርጎ ይወሰዳል

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 ምላሽ ሰጪ ሚዛን በእ እስ የለ አል በአ
ተ.ቁ መግለጫ ከስራ ማስፋት ጋር የተዛመደ 5 4 3 2 1
5 ከመደበኛ ሥራ ግዴታቸው ውጭ ለሠራተኛዉ ተጨማሪ ሥራዎችን
የመመደብ የተለመደ አሰራር አለ
6 ተጨማሪ ተመሳሳይ ደረጃ ተግባራትን ማከናወን በድርጅቱ ዉስጥ
የእድገት እድሎቼን እንዳሻሽል ይረዳኛል
7 ተጨማሪ ተመሳሳይ ደረጃ ተግባራትን ማከናወን ለተጨማሪ ገቢ እድገት
ጠቃሚ ነው
8 በቅርብ አለቃዬ የተሰጠኝን ተጨማሪ ሥራ እንደተለመደዉ የስራ ድረሻዬ
በብቃት በመስራት አጠናቅቃለሁ ፡፡

ምላሽ ሰጪ ሚዛን በእ እስ የለ አል በአ
ተ.ቁ መግለጫ ከስራ ማበልፀግያ ጋር የተዛመደ 5 4 3 2 1
9 በስራዬ ላይ እሰራለሁ ተብሎ የሚጠበቀው የሥራ መጠን ለእኔ እና
ለድርጅቱ ምክንያታዊ ነው
10 የእኔ መሥሪያ ቤት ለስራዉ እና ለሰራተኛዉ ቅድሚያ የሚሰጡ ጉዳዮች
እና አቅጣጫዎች አሉት
11 ሥራዎቼን በደንብ ለማከናወን የሚያስችለኝ በቂ መረጃ እና እውቀት አለኝ
12 እኔ በራሴ ማድረግ የምችለውን ሁሉ በማድረግ የተሰጠኝን ስራ
ለማጠናቀቅ በስራ ቦታዬ ዕድል ተሰቶኛል

ምላሽ ሰጪ ሚዛን በእ እስ የለ አል በአ
ተ.ቁ መግለጫ ከስራ ባህርያት ጋር የተዛመደ 5 4 3 2 1
13 ሥራውን ለማጠናቀቅ የተለያዩ የግል ችሎታዎችን እንድጠቀም
የተመደበኩበት በታ ይጠይቃል
14 ሥራው በዓላማ ፣ በተግባር ወይም በእንቅስቃሴ በጣም የተሻለ ነዉ
15 የስራ ድረሰሻዬ ብዙ የሥራ ክንውን አፈፃፀምን ይጠይቃል
16 ሥራው የተለያዩ የስራ ክንዉኖችን ማድረግን ያካትታል
17 የሥራዬ ውጤት የሌሎች ሰዎችን ሕይወት በበጎ ጎኑ በከፍተኛ ሁኔታ
ይነካል
18 ሥራው ከድርጅቱ ውጭ ባሉ ሰዎች ላይ ትልቅ ተፅእኖ አለው

69
19 ሥራው የእኔን የግል ተነሳሽነት ወይም ፍርድን በመጠቀም ስራዬን
ለማከናወን እድል ይሰጠኛል
20 ሥራዬን በምሠራበት ሁኔታ እና ወቅት የሥራ ነፃነት ይሰጠኛል ፡፡
21 የሥራዬ ዉጤት ስለ ሥራዬ አፈፃፀም (ለምሳሌ ፣ ጥራት እና ብዛት)
ቀጥታ እና ግልፅ መረጃዎችን ይሰጠኛል
22 በሥራዬ ሰዓት ስለ ሥራ አፈፃፀሜ ግልፅ መረጃ ይኖረኛል፡፡ የምሰራዉን
ስራ አዉቃለዉ

ምላሽ ሰጪ ሚዛን በእ እስ የለ አል በአ
ተ.ቁ መግለጫ ከስራ ንድፍ ጋር የተዛመደ 5 4 3 2 1
23 የስራ ቦታዬ በቂ የመቀመጫ አና የመዘዋወርያ ዝግጅት አለዉ
24 የሥራ ቦታዬ በሰዎች መካከል ያለውን በርቀት እና በግልፅ የሚታይ ሆኖ
የስራ መጨናነቅን ይቀንሳል
25 እኔ በግሌ የመጠበቂብኝን የስራ እድገት ለማግኘት እጥራለሁ
26 የግል ክህሎቶችን ማዘመን እና የተለያዩ ስራዎችን መማር ለወደፊት
እንደሚጠቅመኝ አውቃለሁ
27 ሥራዬን በአግባቡ እና በደንብ ለማከናወን የሚያስችለኝ በቂ የመስርያ
መሳሪያ አሉኝ
28 ሥራው ጅምር እና መጨረሻ ያለው በሰዓት ማጠናቀቅን ያካትታል
29 እንደ አጠቃላይ ፣ በድርጅቱ የስራ ንድፈ ረክቻለሁ

ምላሽ ሰጪ ሚዛን በእ እስ የለ አል በአ
ተ.ቁ መግለጫ የሥነ ልቦና ግንዛቤ 5 4 3 2 1
30 ስራዬ ለእኔ ትርጉም ያለው ሲሆን ለምሰራዉ ሥራ ጠቃሚ ግብአት እና
አስተዋፆ የማበረክት እንደሆንኩ ይሰማኛል፡፡
31 እኔ በሠራሁት ሥራ ውጤት በግል ተጠያቂነት ይሰማኛል ፡፡
32 ሥራዬን በብቃት እንዴት እንደምፈጽም በተከታታይ የሥራ ላይ ውጤቶች
በማወቅ እረዳለሁ፡፡

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ክፍል 3: ከሥራ አፈፃፀም ጋር የሚዛመዱ ጥያቄዎች
ምላሽ ሰጪ ሚዛን በእ እስ የለ አል በአ
ተ.ቁ መግለጫ የስራ አፈፃፀም 5 4 3 2 1
33 እኔ ሁልጊዜ ማለት ይቻላል ተቀባይነት ያለው አፈፃፀም በተሻለ ደረጃ
እሰራለሁ
34 እኔ ከሚጠበቀው የስራ ዉጤት በላይ እሰራለሁ
35 ወደ እኔ አፈፃፀም target አላማ ሁልጊዜ እደርሳለሁ
36 የእኔ አፈፃፀም ችሎታዎቼን የሚያንፀባርቅ ሆኖ ይሰማኛል
37 ሥራዬን ለማከናወን ብዙ ጊዜን አጠፋለሁ
38 በተቻለኝ መጠን የተሻለ ሥራ ለመስራት እሞክራለሁ
39 ስራዬን በከፍተኛ ጥራት እና አፈፃፀም ለማሳካት ጠንክሬ እለፋለሁ።
40 ሥራዬን በሓላፊነት ለመዉሰድ ሆን ብዬ ብዙ ጥረት አደርጋለሁ

~~~በድጋሚ በጣም አመሰግናለሁ~~~

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 APPENDIX II:LIST OF TABLES STATA OUTPUT
Annex A: Pearson Correlation Table

Emp_Pe~e Jo~ement Jo~hment Job_Ch~s Job_Ro~n Job_De~n Psych_~n

Emp_Perfor~e 1.0000

Job_Enlarg~t 0.6108* 1.0000

0.0000

Job_Enrich~t 0.6001* 0.4468* 1.0000

0.0000 0.0000

Job_Charac~s 0.7347* 0.5482* 0.4955* 1.0000

0.0000 0.0000 0.0000

Job_Rotation 0.0857 -0.1236 0.0557 0.0795 1.0000

0.1651 0.0447 0.3677 0.1981

Job_Design 0.6775* 0.4452* 0.4218* 0.6916* 0.1218 1.0000

0.0000 0.0000 0.0000 0.0000 0.0480

Psych_Perc~n 0.6788* 0.4075* 0.4086* 0.6591* 0.1855* 0.6408* 1.0000

0.0000 0.0000 0.0000 0.0000 0.0025 0.0000

Annex B: Pilot Study Reliability Table

item-test item-rest interitem
Item Obs Sign correlation correlation correlation alpha

Emp_Perfor~e 46 + 0.6490 0.4817 0.2716 0.6911

Psych_Perc~n 46 + 0.6379 0.4673 0.2748 0.6945
Job_Design 46 + 0.7046 0.5553 0.2555 0.6731
Job_Rotation 46 + 0.3589 0.1360 0.3554 0.7679
Job_Charac~s 46 + 0.5890 0.4052 0.2889 0.7091
Job_Enrich~t 46 + 0.7097 0.5622 0.2540 0.6714
Job_Enlarg~t 46 + 0.6834 0.5269 0.2616 0.6801

Test scale 0.2803 0.7316

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 Annex C: Shapiro Wilk test Table

Shapiro-Wilk W test for normal data

Variable Obs W V z Prob>z

r 264 0.98766 2.348 1.991 0.02325

Annex D: Breush-Pagan heteroskedasticity test Table

Breusch-Pagan / Cook-Weisberg test for heteroskedasticity
Ho: Constant variance
Variables: fitted values of Emp_Performance

chi2(1) = 14.86
Prob > chi2 = 0.0001

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