Job Design is analytical tool for measuring the level of performance by employees in an

organization. It is explained as the methodology to boost up the employees and motivation either
intrinsically or extrinsically also includes variation as per the scenarios. (Knap and Mujtaba
2010)
Effective degree of measuring the performance and to check the devotion level of employees
with the tasks and projects assigned. Father of Scientific Management, Fredrick Taylor in start of
20th century also discussed this relationship between employees and job design. He further
concluded that there is strong and positive relation among these two concepts. Further most
attention was required from managers but it may not successful and productivity of many firms
suffers a downfall in opportunity cost and optimum level of productivity.
It is assumed currently that many of employees are not feeling happier with the job design or
tasks assigned to them and felt encouraged and motivated to perform them. Job design helps to
reduce these issues and keep the employees in their field of interest and related activities which
help the organization to measure efficiency, productivity level and success rate of organization.
(Bates 2004, Harter 2002, Baumruk 2004)
Mainly the initiative of study is to specify the role of job design with employee’s performance
and provide a clear cut purpose to managers of organization. The purpose includes perceptional
involvement of employees about job design and helps them in their work which may leads
towards high productivity level. The matching of employee’s psychological perception about job
and design of job is very necessary to increase employee involvement and performance. A
flexible job design for working employees will boost the involvement in job and they will do job
with joy and apply all cognitive and physical energies to maximize productivity. (Khan 1992)
Keeping engage physical with psychological presence of employees will leads towards full of
performance. Khan 1990 Employees working in an effective job design as per their
determinations may devote their hands along with heart towards job. (Ashforth & Humphry,
1995)
Mainly job design brings satisfaction and motivation among employees but if one own choice
and employees consider work as their own, spend many extra hours on it willingly. They
consider it as desirable quality for them and part of their life. (Dubin 1956, Rabinowitz and Hall
1977)
The aim of study is to expose those new variables which may affect the relationship of
employees with job design for measuring performance and which moderate this relationship.
Psychologically employees want to do what type of job with what incentives and behavior,
requirements and feeling that the job is made for them are very necessary. Fredrick Taylor
proposed four principles of scientific management 1) Job performance should be studied
scientifically and best procedure should select. 2) Employees training and development made by
managers either by employees themselves. 3) There must be cooperation among managers and
supervisors with the workers. 4) Tasks should be divided into elements and managers always
apply scientific methods to measure performance.
The job design should be effective so that employees get motivation to it and it will boost up
performance automatically. (Herzberg 1966-1979)
Job involvement and engagement is directly associated with high level of potential applied in job
doing and attachment work assigned to employees. This engagement comes from two sources
like personality and environment. (Macey & Schneider, 2008)
Some factors like autonomy, conflicts, needs and demand, understanding relations at working
area with others are characteristics of job. (Schaufeli and Bakkar 2004)
Key features of job design are employees influence and attitude at working area. Autonomy, task
identity, feedback and variety also showed as positive reaction from employees. Those
employees who are self driven and motivated do their job efficiently and effectively with best of
their potential in doing a task and increase productivity of the firm (Hackman and Lawler 1971)
Designing of job always play crucial role in achievement of firm along with personal goals. Job
Design is defined as the methods and strategies of job in those ways which satisfy the job holder
working therein. (Buchanan, 1979) These strategies involved social, personal, technological and
firm’s desires. Job design is converting of inputs to outputs and it takes into consideration human
factors along with organizational factors which are very important to achieve organizational
performance. When employees are involved they get their personal interest in achieving the
organizational objectives.
Job Characteristic Model
This model is developed by Hackman & Oldham, 1975 for employee’s perception for specified
tasks to perform. This model has dimensions like variety in skills, task recognition, task
importance, autonomy and feedback. Skill variety is the maximum use of abilities and skills at
different levels (Garg and Rastogi, 2005)
Researchers claims that skills are always generated in economy from aims and requirements
related with jobs. (Cappelli, 1993) Task variety is breakup of task into elements required in
fulfillment of job. (Harvey, 1991) Task variety always passes declarative knowledge in explicit
terms. (Pentland, 2003)
Job Rotation
This term means an employee will complete various tasks but role playing will always changed.
This approach applies in large firms and identified as job related tasks in multidimensional
environment. (Meyer1994)
Job Enlargement
This term is defined as dividing the job into pieces like a chain. Different jobs and duties are
connected in order to achieve organizational goal and it is mainly constructed on different
models of job design mainly developed on psychology. (Herzberg 1966 and Oldham 1980)
Job Enrichment
This concept was presented by American Psychologist Frederick Herzberg in 1950s and theme
was to develop the employees own skills and abilities by providing them with opportunities to
grow up. This term increases the job relevancy and depth for the employees working therein.
Psychological Perception
This term is mainly associated with the behavior of employees towards its job and performance
there in. Research work on employees in 65 countries and identified four categories of
Individualism, Collectivism, Risk taking power, Power Distance and Masculinity-Feminism.
(Hofstede, 1908)
Job Involvement is to found the work itself. Many scholars researched when employees give a
questionnaire for Pay, promotion, coworkers, opportunities and supervision, the most identified
factor was work itself (Judge and Church, 2000 Jurgesen 1978)
Measurement of performance is feedback tool in management scenarios, which act as a plan for
employee improvement. (Mausolff, 2004)
Feedback plays important and significant role to increase performance level either at individual
or group level (Elkins & Phillips, 2000) Feedback also produce significant productive results in
enhancement of attitude and behavior of employees (Lam, Yilk & Schaubroeck, 2002)
Job Characteristics and Employee Satisfaction
Job Design is related with both employees and firm satisfaction up to motivating factor by
majority of employees. (Spreitzer, 1999) A system was reported by Adler (1991) in which
variety in skills, tasks, autonomy and feedback reported maximum level of satisfaction along
with internal work motivation. If an employee work is good and his pay is also good,
promotional opportunities are good enough; his colleagues and supervisors also encouraged him
to attain the goals and objective then such situational approach may satisfy employee.
In an analysis that job model has important effects not only job performance and also satisfaction
of that job. Poor outcome in firm mainly depends on the performance of the individual if he did
not work with devotion, if the worker gives his full energies to the firm and devote full strength
to firm ultimately the performance will be boost up and effectiveness of the organization will
increased. (Ryan, Schmit & Johnson, 1996)
Different jobs and objectives of the firm can increase the performance level and job design is
very helpful for not only satisfaction of employees but for the quality performance as well (Garg
& Rastogi, 2005)
Standard performance in job always reflects with degree to which management accomplished its
goal efficiently (Katz & Kahn, 1966) for workplace efficiency, incentives based performance is
suggested in research studies and also a critical element for the organization. (Kanter, 1988)
Managers always perform well in transition level of job when they identify effort and reward
fairness is good rather to those who identify under reward unfairness. (Janssen, 2001) Various
research studies in field of Psychology and behavior of firm suggested that work environment is
main factor which affect individual performance which is interacts with personal characteristics
of employees and working standard. (Hyatt & Prawitt, 2011)