Optimizing employee efforts: The implications of job design for administrative staff performance in higher education
Keywords:
administrative staff, Ghanaian universities, higher education, job design, performanceAbstract
This study examined the effects of job designs on administrative staff performance in higher education. It further sought to establish whether selected demographic characteristics of the administrators had any relationships with main job design effects on their individual performances in assigned roles. Four hundred and twenty participants drawn from the administrative sections of five universities in Ghana were purposively sampled. Data were analyzed using descriptive and inferential statistics. The study identified that job designs had many effects on administrative staff performance including being able to specialize in a particular task and to gain in-depth knowledge in task performance. The research also found significant associations between selected demographic characteristics of the staff and the key job design effects on staff performance.
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References
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Wilson, K.G. (2016). Impact of work environment on academic staff job performance: Case of a Uganda University. International Journal of Advances in Management and Economics, 4(4), 95-103.
Zareen, M., Razzaq, K. & Mujtaba, B. (2013). Job design and employee performance: The moderating role of employee psychological perception. European Journal of Business and Management, 5 (5), 46-55.
Ali, N. & Zia-ur-Rehman, M. (2014). Impact of job design on employee performance, mediating role of job satisfaction: A Study of FMCG’s Sector in Pakistan. International Journal of Business and Management, 9(2), 70-79.
Aswathappa. K. (2006). Job Analysis and Job Design: Human Resource and Personal Management (4th Ed.). India: Tata McGraw-Hill Publishing Company Limited.
Birdsall, C. (2018) Performance management in public higher education: Unintended consequences and the implications of organizational diversity, Public Performance & Management Review, 41:4, 669-695
Bond, F. W. (2010). How can job design improve worker well -being and workplace performance? Institute for Employment Studies, 40th Anniversary Conference. Brighton: UK.
Burke, R. J. & Greenglass, E. R. (2000b). Work status congruence, work outcomes and psychological well-being. Stress Medicine, 16(5), 91 -99.
Burke, L. A. & Moore, J. (2000). There vibrating effects of job rotation: A theoretical exploration of non-rotators fairness perceptions. Human Resource Management Review, 10(2), 127-152.
Burman, W. & Motowidlo, S. (1993). Expanding the criterion domain to include elements of contextual performance. In N. Schmitt & W. Burman (Eds.). Personal Selection in Organisations. San Francisco, CA: Jossey Boss.
Campbell, J. P. (1999). The changing nature of performance: Implications for staffing, motivation and development. San Fracisco, CA: Jossey Boss.
Clegg, C. & Spencer, C. (2007). A circular and dynamic model of the process of job design. Journal of Occupational and Organizational Psychology, 80: 321-339.
Creswell, J. W. (2009). Research Design: Qualitative, Quantitative, and Evaluating Quantitative and Qualitative Research (3rd Ed.). Thousand Oaks, CA: Sage Publications, Inc.
Denzin, N. K. & Lincoln, Y. S. (2011). The Sage Handbook on Qualitative Research (4th ed.). Thousand Oaks, CA: Sage publications, Inc.
Deschamps, C. & Mattijs, J. (2018) How organizational learning is supported by performance management systems: Evidence from a longitudinal case study, Public Performance & Management Review, 41:3, 469-496.
Dewhurst, M., Guthridge, M. & Mohr, E. (2009). Motivating People: Getting Beyond Money. McKinsey Quarterly.
Garg, P. & Rastogi. R. (2006). New model of job design: Motivating employees’ performance. Journal of Management Development, 25(6), 572-587.
Grag, P. & Rastogi, R. (2005). A new model for job design: Motivating employee’s Performance. Journal of Management Development, 25(6), 572–587.
Grant, A. M. (2008). The significance of task significance: Job performance effects, relational mechanisms, and boundary conditions. Journal of Applied Psychology, 93(6), 108-124.
Hart, P. & Cooper, C. L. (2001). Occupational Stress: Toward a More Integrated Framework. In N. Anderson, D. S. Ones, H. K. Sinangil & C. Viswesvaran (Eds.), London: Sage. Handbook of Industrial, Work, and Organizational Psychology, 2(5), 93-1 14.
Hettige, A. M. (2007). Study on teachers’ perception of principals’ management styles, Department of Educational Research, National Institute of Education. Sri Lanka Journal of Education Research, 4 (1), 19-24.
Herzberg. F. (2003). One more time: How do you motivate employees? Harward
Business Review, 81: 87-96.
Herzberg, F. (1968). One more time: How do you motivate employees? Harvard
Business Review, 46 (1), 53-63.
Jackson, P. R. (2004). Employee commitment to quality: Its conceptualisation and measurement. The International Journal of Quality and Reliability Management, 21(7), 714-731.
Kahya, E. (2007). The effect of job characteristics and working conditions on job performance. International Journal of Industrial Ergonomics, 1, 515-523.
Kroch, E. A. & Sjoblom, K. (1994). Schooling as human capital or a signal: Some evidence.
Journal of Human Resources, 29, 156–180.
Kudaligama, P. K. D. P. (1991). A study of the effects of the group method of team teaching on student achievement in secondary school classes. Sri Lankan Journal of Educational Research, 2 (1), 79-81.
Lawler, E. (1969). Job design and employees’ motivation. Personnel Psychology, 69, 22 (4), 426-435.
Li , F., Li, Y. & Erping, E. (2009). Task characteristics and team performance: The mediating effect of team member satisfaction. Social Behavior and Personality, 37(10), 1373–1382.
Luthans, F. (2005). Managing performance through job design and goal setting. Organizational Behavior (10th ed.). McGraw-Hill International Edition.
Macf, A. & Mam, H.A. (2018). Impact of job design on employees’ performance (With Special Reference to School Teachers in the Kalmunai Zone). Journal of Management, 8(1), 33-41.
Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370-396.
Mathis. R. L. & Jackson. J.H. (2003). Individual performance and retention: Human
Resource Management (10th ed.). Thomson publication.
Mensah-Bonsu, N. A. A. (2012). The effect of job design on employee motivation and job Performance: (A Case Study of GT Bank and GCB). (Unpublished Commonwealth Executive Masters of Business Administration). Kwame Nkrumah University of Science and Technology, Kumasi, Ghana.
Motowidlo, S., Burman, W. & Schmitt, N. (1997). A theory of individual differences in task and contextual performance. Human Performance, 10, 71-83.
Ng, T. W., & Feldman, D. C. (2010). Organizational tenure and job performance. Journal of Management, 36(5), 1220-1250.
Ngugi, J.K. (2014). Effects of job designs on employee performance: A case study of Equity Bank. (Unpublished Masters of Business Administration). Department of Business and Entrepreneurship, School of Business and Economics. South Eastern Kenya University.
Niazi, A. S. (2011). Training and development strategy and its role in organizational performance. Journal of Public Administration and Governance, 2(1), 2161–7104.
Opatha, H. H. D. N. P. (2002). Performance Evaluation of Human Resource (1st ed.). Colombo, Sri Lanka: the Author Publication.
Orpen, C. (2001). Effects of job enrichment on employee satisfaction, motivation, involvement and performance. A Field Experiment. Department of Psychology, University of the Witwatersrand, South Africa.
Oldham, G. & Hackman, R. (2010). Not what it was and not what it will be: The future of job design research. Journal of Organizational Behavior, 31(2/3), 463-479.
Putterill M. S. & Rohrer T. C. (1995). A causal model of employee commitment in a manufacturing setting. International Journal of Manpower, 16(5/6), 56-69.
Riyasa. A.R. (2008). Impact of job design on employees’ satisfaction in Daya Garments. Unpublished Dissertation, South Eastern University of Sri Lanka.
Sonawane, P. (2008). Non-monetary rewards: Employee choices and organizational practices. Indian Journal of Industrial Relations, 44 (2), 256-271.
Taylor, F.W. (1947). Principles of Scientific Management. New York, NY: Harper.
Torrington, D., Hall, L., Taylor, S. & Atkinson, C. (2011). Human Resource Management. (8th Edition). Harlow: Pearson.
Towers, W. (2010). Global Workforce Study: The New Employment Deal: How Far, How Fast, and How Enduring. New York: Towers Watson.
Truss, C., Delbridge, R., Soane, E., Alfes, K. & Shantz, A. (2013). Employee Engagement in Theory and Practice (Eds). London: Routledge.
William, R. (2006). Managing Employee Performance,. Design and Implementation in Organisations. Singapore: Thomas Learning.
Wilson, K.G. (2016). Impact of work environment on academic staff job performance: Case of a Uganda University. International Journal of Advances in Management and Economics, 4(4), 95-103.
Zareen, M., Razzaq, K. & Mujtaba, B. (2013). Job design and employee performance: The moderating role of employee psychological perception. European Journal of Business and Management, 5 (5), 46-55.
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2021-05-21
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Optimizing employee efforts: The implications of job design for administrative staff performance in higher education. (2021). Journal of Interdisciplinary Studies in Education, 10(SI), 146-167. https://ojed.org/jise/article/view/2747
