Role of Job Designs in Determining Employees’ Work Motivation in Banking Sector of Multan City, Pakistan
DOI:
https://doi.org/10.26710/reads.v5i1.425Keywords:
Employee, Work Motivation; Job Designs, Job Characteristics, Job Enrichment, Job Rotation, Quality of Work LifeAbstract
This article presents theoretical and empirical underpinnings between job designs and employees’ work motivation in banking sector of Multan city, Pakistan. The study adopted a cross-sectional survey research design in which 362 employees participated through simple random sampling technique. The findings of the study revealed that female employees are more motivated towards their jobs than male employees. Moreover, job characteristics and job rotation are high among senior bank employees having experience greater than 12 years. The study concluded that job enrichment is the highest influential factor in determining employees work motivation while quality of work life is negatively influencing their enthusiasm level towards job. In the wake of new technological transformations, academic insight into the current work would further guide the policy makers for designing the jobs for banking sector through decentralization of managerial powers, changing in accordance with the global trends, as well as applying autonomous, mastery oriented and purposely directed policies.
References
Ali, N., &Rehman, M. Z. (2014). Impact of job designs 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.
Bates, S. (2004).Getting engaged.HR Magazine, 49(2), 44-51.
Bender, K. A., Donohue, S. M., & Heywood, J. S. (2005).Job satisfaction and gender segregation. Oxford economic papers, 57(3), 479-496.
Bushra, F., Ahmad, U., &Naveed, A. (2011).Effect of transformational leadership on employees' job satisfaction and organizational commitment in banking sector of Lahore (Pakistan). International journal of business and social science, 2(18).
Campion, M. A. (1988). Interdisciplinary approaches to job design: A constructive replication with extensions. Journal of applied psychology, 73(3), 467.
Cheng, H. (1995). Assessing the Importance of Employee Motivation in the Hotel Industry in Taipei, Taiwan.Unpublished master’s thesis, University of Wisconsin-Stout, Menomonie, Wisconsin, United States.
Cox, T. (1994). Cultural diversity in organizations: Theory, research and practice. Berrett-Koehler Publishers.
Deeprose, D. (1994). How to recognize and reward employees. New York: AMACOM.
Draft, R. L., &Marcic, D. (2010).Understanding management.10th edition.Cengage learning, Boston, USA.
Garg, P., & Rastogi, R. (2006). New model of job design: Motivating employees' performance. Journal of management development, 25(6), 572-587.
Griffin, M. A., Parker, S. K., & Mason, C. M. (2010). Leader vision and the development of adaptive and proactive performance: a longitudinal study. Journal of Applied Psychology, 95(1), 174.
Griffin, R. W. (1991). Research notes. Effects of work redesign on employee perceptions, attitudes, and behaviors: A long-term investigation. Academy of management journal, 34(2), 425-435.
Gunasekara, U. L. T. P., &Kulathunga, K. M. K. N. S. (2011).An Empirical Study of Herzberg's two Factor Theory with Operational Level Employees of Private Banks in Sri Lanka.
Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational behavior and human performance, 16(2), 250-279.
Hechanova, M., Regina, M., Alampay, R. B. A., & Franco, E. P. (2006). Psychological empowerment, job satisfaction and performance among Filipino service workers. Asian journal of social psychology, 9(1), 72-78.
Herman, J. B., Dunham, R. B., &Hulin, C. L. (1975).Organizational structure, demographic characteristics, and employee responses. Organizational behavior and human performance, 13(2), 206-232.
Herzberg, F. (1965).The New Industrial Psychology.Industrial and labor relations review, 18(3), 364-376.
Herzberg, F. (1966).Work and the Nature of Man. Cleveland: World Publishing.
Herzberg, F. (1974a). Motivation-Hygiene Profiles.Organizational dynamics, 3(2), 18-29.
Herzberg, F. (1974b). New Perspectives on the Will to Work.Management review, 63(11), 52-54.
Herzberg, F. (1979). Motivation and Innovation: Who are Workers Serving? California Management Review, 22(2), 60-70.
Herzberg, F. (1987). One More Time: How Do You Motivate Employees? Harvard business review, 65(5), 109-120.
Igbaria, M., Parasuraman, S., &Badawy, M. K. (1994). Work experiences, job involvement, and quality of work life among information systems personnel. MIS quarterly, 175-201.
Ivancevich, J. M., Matteson, M. T., &Konopaske, R. (1990). Organizational behavior and management.Bpi/Irwin.
Karatepe, O. M., &Tekinkus, M. (2006).The effects of work-family conflict, emotional exhaustion, and intrinsic motivation on job outcomes of front-line employees. International journal of bank marketing, 24(3), 173-193.
Khan, K. U., Farooq, S. U. & Khan, Z. (2010).A comparative analysis of the factors determining the motivational level of employees working in commercial banks in Kohat, Khyber Pukhtunkhaw.International journal of business and management,5(12), 180-184.
Kondalkar, V. G. (2013). Organization effectiveness and change management. PHI Learning Pvt. Ltd..
Kreitner, R., Kinicki, A., &Buelens, M. (2002). Organizational behavior.McGraw Hill.
Loher, B. T., Noe, R. A., Moeller, N. L., & Fitzgerald, M. P. (1985).A meta-analysis of the relation of job characteristics to job satisfaction. Journal of applied psychology, 70(2), 280.
McShane, S. L., & Von Glinow, M. A. (2015).Organizational Behavior 7/e.
Morgeson, F. P., & Campion, M. A. (2003). Work design. In W. C. Borman, D. R. Ilgen, & R. J. Klimoski (Eds.).
Morgeson, F. P., & Humphrey, S. E. (2006). The Work Design Questionnaire (WDQ): developing and validating a comprehensive measure for assessing job design and the nature of work. Journal of applied psychology, 91(6), 1321.
Oldham, G. R., & Hackman, J. 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.
Oldham, G. R., Hackman, J. R., & Pearce, J. L. (1976).Conditions under which employees respond positively to enriched work. Journal of applied psychology, 61(4), 395.
Osland, J., Devine, K., & Turner, M. (2001). Organizational behavior.John Wiley & Sons, Ltd.
Parker, S. K., & Wall, T. D. (1998). Job and work design: Organizing work to promote well-being and effectiveness (Vol. 4). Sage.
Parker, S. K., Wall, T. D., &Cordery, J. L. (2001). Future work design research and practice: Towards an elaborated model of work design. Journal of occupational and organizational psychology, 74(4), 413-440.
Rich, B. L., Lepine, J. A., & Crawford, E. R. (2010). Job engagement: Antecedents and effects on job performance. Academy of management journal, 53(3), 617-635.
Riordan, C. M., & Shore, L. M. (1997). Demographic diversity and employee attitudes: An empirical examination of relational demography within work units. Journal of applied psychology, 82(3), 342.
Robbins, S. P. (2001). Organizational behavior, 14/E. Pearson Education India.
Taylor, F. W. (1911). Principles of scientific management. New York: Harper.
Teck-Hong, T., &Waheed A. (2011).Herzberg's motivation hygiene theory and job satisfaction in the Malaysian retail sector: the mediating effect of love of money. Asian Academy of Management Journal,16(1), 73-94.
Ugboro, I. O. (2006).Organizational commitment, job redesign, employee empowerment and intent to quit among survivors of restructuring and downsizing. Journal of behavioral and applied management, 7(3), 232.
Wrzesniewski, A., & Dutton, J. E. (2001).Crafting a job: Revisioning employees as active crafters of their work. Academy of management review, 26(2), 179-201.
Zareen, M., &Razzaq, K. (2013). Job designs and employee performance: The mediating role of employee psychological perception. European journal of business and management, 5(5), 46-55.
Zhang, P., & Von Dran, G. M. (2000). Satisfiers and dissatisfiers: A two?factor model for website design and evaluation. Journal of the American society for information science, 51(14), 1253-1268.
