Influence Of Job Enlargement On Employee Performance In The Railway Industry In Kenya
DOI:
https://doi.org/10.14738/abr.65.4608Abstract
There are numerous factors that affect the level of job satisfaction and this is highly influenced by the design and the nature of tasks assigned to the employees. The purpose of this study was to determine the influence of job enlargement on the performance of employees in the railway industry in Kenya. The study was done in one of the major railway companies in Kenya. A descriptive survey research design was adopted and the target population comprised all the 2000 employees of the railway company, out of which a sample of 400 employees was selected using systematic random sampling technique. Primary data was collected using structured questionnaires. Descriptive statistics and regression analysis approaches were employed in data analysis. The findings revealed that job enlargement contributed positively in enhancing employee performance. Regression results showed that task structuring and work arrangement resulted into increased employee performance while work meaningfulness was inversely linked to employee performance. The researcher recommends that the government should institute training and development programs to nurture employee knowledge and skills on how employee duties can be structured to boost their understanding of organizational processes and procedures. Organizations should consider implementing flexible structures that accommodate environmental changes and as such employees can identify tasks more efficiently and achieve their set targets. Future researchers can replicate this study in the private sector to establish whether the results realized under this study would hold.
References
Abid, (2013). Effect of job design on employee satisfaction (a study of fertilizer companies listed in Lahore stock exchange, European Journal of Business and Management, 5, 19 th
Armstrong, M. (2006). A handbook of human resource management practice, 9 Edition, Kogan Page, London.
Aswathappa, K. (2006). Job analysis and job design: human resource and personal satisfaction, organizational commitment and performance: A survey of public secondary schools in Dagoretti division, Nairobi, unpublished MBA project, University of Nairobi.
Beardwell, J., & Claydon, T. (2003). Human resource management contemporary Approach, 5th Edition, Prentice Hall.
Bielby, W. T., & Baron, J. N. (2010). Men and women at work: Sex segregation and statistical discrimination, American Journal of Sociology, 91(4), 759-799.
Chard, L., (2004), Organizational theory, change & design, 4th edition, South-Western A part of Cengage learning, India.
Cole, G.A. (2002). Personnel and human resource management, 5th Edition, Wiley, New York, NY. th
Dessler G., (2008). Human resource management, 11 Edition, Pearson Prentice Hall, New York, USA.
Faturochman, (1997). The job characteristics theory, A review, 1-13 th
Foot M., & Hook C., (2008). Introducing human resource management, 5 Edition, Pearson, Education Limited,
Fried, Y., & Ferris, G. R. (1987). The validity of the job characteristics model: a review and meta-analysis, Personnel Psychology, 40 (287–322).
Garg, P., & Rastogi, R. (2006). New model of job design: motivating employees’ performance, Journal of Management Development, 25, 572-587.
George, J.M., & Jones, G.R. (1996). Understanding and managing organizational behavior reading, Massachusetts: Addison-Wesley Publishing Company
Gilmore S., & Williams S., (2009), Human resource management, Oxford University Press, New York, USA.
Gomez-Mejia, L., Balkin D., & Cardy R., (2010). Managing human resources, 6th Edition,
Graham, H. T., & Bennet, R. (1998). Human resource management, 9th Edition; Prentice Hall, Pearson education, Edinburg.
Hackman, J., & Oldham, G. (1976) Motivation through the design of work: test of a theory. Organizational Behavior and Human Performance, 250-279.
Hackman, J., Lawler, E., & Oldham, G. R. (2000). Job characteristics theory, In Miner, J
Hackman, J.R., & Oldham, G.R. (1980) Work redesign. Readings, MA: Addison-Wesley.
Heilman, M. E. (2011). Sex bias in work settings: The lack of fit model', Research in Organizational Behavior, 5, 269-298.
Herzberg, F. (1974). Motivation-hygiene profiles: Pinpointing what ails the organization.
Hitt, M. A., & Barr, S. H. (2010). Managerial selection decision models: Examination of configural cue processing', Journal of Applied Psychology, 74(1), 53-61. th
Ivancevich, J. M. (1998). Job analysis and job design: Human resource management 7 edition, Irwin: McGraw-Hill., 168-195.
Jonge, J., & Bakker, A. (2009). Specific determinants of intrinsic work motivation, burnout, and turnover intentions: a study among nurses, Journal of Advanced Nursing, 296, 1360-9.
King, M., Michael, A.M., & Atkinson, T. (1982). Background, personality, job characteristics, and satisfaction with work in a national sample, Human Relation.
Koys, D. J. (2011). The effects of employee satisfaction, organizational citizenship behavior, and turnover on organizational effectiveness: A unit-level, longitudinal study, Personnel Psychology, 54, 101-114.
LaLopa, J.M. (2007). The prediction of organizational commitment and turnover in resort jobs, Journal of Hospitality and Tourism Research, 21, 11-26.
Lee, R., & Wilbur, E.R. (1985). Age, education, job tenure, salary, job characteristics, and job satisfaction: a multivariate analysis, Human Relations, 38 (8), 781-791.
Liden, R. C., & Parsons, C. K. (2011). 'A field study of job applicant interview perceptions, alternative support groupies, and demographic characteristics, Personnel Psychology, 39, 109-122.
Managing human resources, 11th edition, south-western, Cengage Learning, Mason, USA. Marchant, T. (1999). Strategies for improving individual performance and job satisfaction at Meadowvale health, Journal of Management Practice, 2(3), 63-70.
Mitchell, T.R. (1982). Motivation: New direction for theory, research, and practices, Academy of Management Review, 7, 80-8.
Morrison, E.W. (2004). Role definitions and organizational citizenship behavior: the importance of the employee’s perspective, Academy of Management Journal, 37 (6), 1543-67.
Mowday, R.T. (2009). Reflections on the study and relevance of organizational commitment, Human Resource Management Review, 8(4), 387-401.
Njenga, I. K. (2007). Relationship between human resource management practices, Job Organizational Behavior, Essential theories of motivation and leadership, M.E. Organizational Dynamics, 3(2), 18-29.
Orodho, A.J. & Kombo, D.K. (2003). Research methodology, Nairobi Kenyatta University Institute of open learning.
Orpen, (2010). .Job enlargement, individual differences, and worker responses: A test with black workers in South Africa, Journal of Cross-Cultural Psychology, 7, 473-480, rd
Price A., (2007). Human resource management in a business context, 3 Edition, Cengage Learning EMEA, Hampshire, UK.
Rankin N., (2003). Best practice in human resources handbook, Eclipse Group Limited, Hampshire, UK.
Sekaran, U. (2008). Research methods for business: a skill building approach, (4thEd.). London: John Wiley & Sons
Smith, P. C. (1992). In pursuit of happiness, In: Cranny, C. J., Smith, P. C. and Stone, E. F. (Eds) Job Satisfaction, Lexington, New York.
Tejinder, K. Billing, R., Bhagat, S., & Babakus, E. (2013). Task structure and work outcomes: Exploring the moderating role of emphasis on scheduling, Management Research Review, 36, 2. th
Torrington, D., Hall, L., & Taylor, S. (2008). Human resource management, 7 edition, financial times, Prentice Hall, England, Great Britain.
Tsui, A., Egan, T., & O'Reilly, C. (2009). Being different: Relational demography and organizational attachment', Administrative Science Quarterly, 37, 549-588.
Vaydanoff, P. (1980). Perceived job characteristics and job satisfaction among men and women, Psychology of Women Quarterly, 5(2), 177-185
Wiley, C. (2005).What motivates employees according to over 40 years of motivation surveys, MCB University Press, International Journal of Manpower, 18, 263-280.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2018 Archives of Business Research
This work is licensed under a Creative Commons Attribution 4.0 International License.
