Abstract
An organization must initiate an adequate job design for the employees to required job performance. A question arises on how a company could gain high job performance in a particular setting in a dynamic business environment and diverse background. This study examines the influence of four components of job design as predictors to job performance; job enrichment, job rotation, job enlargement, and job simplification. While job design is proven to contribute to high job performance, some literature states its limitations. This study adopted a case study method to investigate issues faced by a leading automobile company in Malaysia. Primary data was collected through a series of interviews and a distribution of questionnaires. A multiple regression model was used to explore the predictors of job performance. It was found that job rotation and job enlargement were significant to job performance, while the insignificant effect of job enrichment and job simplification needs to be reviewed. The results of the analysis were discussed in line with feedback from interviews and related literature. The study contributed to the new understandings on critical factors of job design that influence job performance in the support cluster of a manufacturing company.
Highlights
Job performance has become the focus of many managers in dealing with strategic and routine issues related to managerial activities
In addition to several streams of contemporary research in job design and job performance, the study has disclosed the importance of two critical variables in a Malaysian support cluster of the automobile industry
It can be concluded that job enlargement and job rotation positively affected job performance
Summary
Job performance has become the focus of many managers in dealing with strategic and routine issues related to managerial activities. A study on productivity at Google and Dell found companies were 40% more productive than competitors due to the ability to identify high-performance employees. The companies formed and mobilized teams of competent employees with high job performance, which contributed to firm performance (Vozza, 2017). A study conducted by Aon Hewitt stated that, by having an employee value proposition, reputation, collaboration, autonomy, learning and development and work-life balance would certainly increase job performance. To achieve these values, an organization must initiate an adequate job design
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