Czasopismo
Tytuł artykułu
Warianty tytułu
Języki publikacji
Abstrakty
Objective: The study investigated the impact of operational work system design on staff performance in selected construction firms in Nigeria.
Research Design & Methods: The study used primary data gathered with the use of a 5-point Likert scale questionnaire format administered to 138 respondents. A hypothesis was postulated to test the significance of the research problem. Data analysis was carried out using correlation and multiple regression analysis which proved the significance of the alternative hypothesis as a result of testing the hypothesis.
Findings: The findings show that there is a significant relationship between operational work system design and staff performance. The study concludes that operational job design can be advanced as a motivation tool, which is non-monetary in nature, to improve staff performance.
Implications & Recommendations: A key drive to improve performance is the satisfaction of staff coupled with an outstanding operational job design which takes into consideration the total physical and mental well-being of staff and its interaction with other organisational factors. The study recommends, among others, that there should be active participation of staff in the design of work in the organisation.
Contribution & Value Added: The study provides an empirical approach to enhancing performance in the construction industry and thereby developing an indigenous firm to compete favourably on a growing market. (original abstract)
Research Design & Methods: The study used primary data gathered with the use of a 5-point Likert scale questionnaire format administered to 138 respondents. A hypothesis was postulated to test the significance of the research problem. Data analysis was carried out using correlation and multiple regression analysis which proved the significance of the alternative hypothesis as a result of testing the hypothesis.
Findings: The findings show that there is a significant relationship between operational work system design and staff performance. The study concludes that operational job design can be advanced as a motivation tool, which is non-monetary in nature, to improve staff performance.
Implications & Recommendations: A key drive to improve performance is the satisfaction of staff coupled with an outstanding operational job design which takes into consideration the total physical and mental well-being of staff and its interaction with other organisational factors. The study recommends, among others, that there should be active participation of staff in the design of work in the organisation.
Contribution & Value Added: The study provides an empirical approach to enhancing performance in the construction industry and thereby developing an indigenous firm to compete favourably on a growing market. (original abstract)
Rocznik
Tom
Strony
187--200
Opis fizyczny
Twórcy
autor
- Federal University Wukari, Wukari-Taraba State, Nigeria
autor
- University of Uyo, Uyo Akwa Ibom State, Nigeria
Bibliografia
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- Hameed, A., & Amjad, S. (2009). Impact of Office Design on Employees' Productivity: A Case study of Banking Organizations of Abbottabad, Pakistan. Journal of Public Affairs, Administration and Management, 3(1), 1-13.
- DuBrin, A.J. (2012). Essentials of Management, 9th Ed., Mason, OH: Cengage Learning, South-Western.
- Ayandele, I.A., & Isichei E.E. (2013). Performance management system and employee's job commitment: an empirical study of selected listed companies in Nigeria. The International Journal of Management, 2(1), 1-13.
- Brown, J.D. (2011). Likert items and scales of measurement? SHIKEN Research Bulletin, 15(1), 10-14.
- Brown, J.D. (2001). Using surveys in language programs. Cambridge, MA: Cambridge University Press.
- Burchell, B.J., Day, D., Hudson, M., Lapido, D., Mankelow, R., Nolan, J.P, Reed, J., Wichert, I.C., & Wilkinson, F. (1999). Job insecurity and work intensification: flexibility and the changing boundaries of work. York: Joseph Rowntree Foundation.
- Daft, R.L. (2014). Management (12 Ed.). Mason, OH: Cengage Learning.
- Garg, P., & Rastogi, R., (2006). New Model of Job Design: Motivating Employees' Performances. Journal of Management Development, 25(6), 572-587, DOI: 10.1108/02621710610670137
- Ilesanmi, O.A. (2010). [online] Job Design and Improved Quality of Work Life of Nigerian Secondary School Teachers. Retrieved on May 17, 2016 from: www.unilorin.edu.ng/journals/education /ije/june2000/
- Isa, R.B., Jimoh, R.A., & Achuenu, .E. (2013). An overview of the contribution of construction sector to sustainable development in Nigeria. Net Journal of Business Management, 1(1), 1-6.
- Jex, S.M. (2002). Organizational Psychology: A Scientist-Practitioner Approach. New York, NY: John Wiley & Sons.
- Mam, H.A., & Macf, A. (2010). [online] Impact of Job Design on Employees' Performance: University of Kelaniya. Retrieved on May 17, 2016 from: http://www.kln.ac.lk/uokr/ICBI2010/38.pdf
- Marwa, M.S., & Muathe, S. (2014). A Critical Review of Literature on Job Designs in Sociotechnical Systems. Global Journal of Commerce and Management Perspective, 3(6), 44-49.
- Mbadou, A.F., & Mbohwa, C. (2013). [online] The Impact of Work Design and Stress on Employees Productivity at a Call Centre. International Conference on Law, Entrepreneurship and Industrial Engineering (pp. 233-238), April 15-16, 2013, Johannesburg (South Africa). Retrieved on May 17, 2016 from: psrcentre.org/images/extraimages/43%20413114.pdf
- Milkovich, G.T., & Wigdor, A.K. (1991). Pay for Performance: Evaluating Performance Appraisal and Merit Pay. Washington, DC: National Academy Press.
- National Bureau of Statistics (2015). [online] Nigerian Construction Sector SUMMARY REPORT: 2010-2012 January. Retrieved on May 17, 2016 from: www.nigerianstat.gov.ng/
- Ngirande, H., & Musara, M., (2014). Career Management Practices: Impact of Work Design on Employee Retention. Mediterranean Journal of Social Sciences, 5(4), 21-35.
- Nisbat, A., & 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.
- Oghojafor, B.A., & Adebakin, M.A. (2012). Assessment of job design and job satisfaction among doctors and nurses in Lagos, Nigeria hospitals. African Journal of Business Management, 6(48), 11702-11706, DOI: 10.5897/AJBM09.332
- Rathnakar, G. (2012). A study of workers participation in management decision making at Bhel, Hyderabad. International Journal of Marketing, Financial Services & Management Research, 1 (9), 12-18.
- Reid, R.D., & Sanders, N.R. (2011). Operations management: an integrated approach (4 Ed.). New York, NY: John Wiley & Sons.
- Saeed, R., Lodhi, R.N., Mussawar, S., Igbal, A., Nayab, H.H., & Yassen, S. (2013). Factors Affecting the Performance of Employees at Work Place in the Banking Sector of Pakistan. Middle-East Journal of Scientific Research, 17(9), 1200-1208, DOI: 10.5829/idosi.mejsr.2013.17.09.12256.
- Slack, N., Chambers, S., & Johnston, R. (2013). Operation management (7 Ed.). London: Pearson education Ltd.
- Slack, N., Chambers, S., & Johnston, R. (2007). Operation management (5 Ed.). London: Pearson education Ltd.
- Stevenson, W.J. (2012). Operations management, (11 Ed.). Columbus, OH: McGraw-Hill.
- Volunteer Canada Handbook (2001). [online] A matter of Design: Job design theory an application to the voluntary sector. Retrieved on May 17, 2016 from: https://volunteer.ca/content/matter-design-job-design-theory-and-application-voluntary-sector
- Wach, K., & Wojciechowski, L. (2016). Entrepreneurial Intentions of Students in Poland in the View of Ajzen's Theory of Planned Behaviour. Entrepreneurial Business and Economics Review, 4(1), 83-94, DOI: http://dx.doi.org/10.15678/EBER.2016.040106
Typ dokumentu
Bibliografia
Identyfikatory
Identyfikator YADDA
bwmeta1.element.ekon-element-000171471083
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