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Punjab College of Business Administration
University of Central Punjab
Code: MGMT 6093 Summer Term 2009 Course: Research Project-II
Section: A
Research Project-IIResearch Thesis
Job Design with Respect to
Employee Motivation & Job
Performance
(Pakistan’s Banking Industry)
Submitted To:
Prof. Seema Arif
Submitted By:
University of Central Punjab
Page1
Dedication
We would like to dedicate our report to our parents who provided us stand
and gave us support and helped us a lot in reaching where we are standing
now. Then we would also like to dedicate this report to all our friends and to
our dignified supervisor and adviser Prof. Abdul Rauf.
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 2
Acknowledgements
All praise to the gracious, the greatest Almighty Allah who blessed us with the courage and made our efforts fruitful for the completion of this research to a happy end. Without Allah’s assistance, a project like this would never come to fruition.
It gives us immense pleasure to express deepest gratitude to our dignified teacher Prof. Abdul Rauf and Prof. Seema Arif for their advice and encouragement. Their masterly expression, stimulating criticism and able guidance compelled us to think freely and write independently throughout our research thesis. Their special benignity towards us was really memorable.
We wish to dedicate this research report to all the Greatest Minds that have made a huge difference in this world, and have made this world a better place.
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 3
Abstract
This research "Job Design with respect to Employee Motivation and Job
Performance" was carried out to identify factors which play important role in
job design so that it could best motivate the employees and in return they
give best performance. This research thesis, which drew knowledge from
many disciplines (e.g., psychology, engineering, human factors, physiology),
demonstrate effect of job design on employee motivation in the banking
sector of Pakistan in order to enhance their performance at workplace. This
mixed method study used both quantitative (survey) and qualitative data
(job descriptions and other documents) for analysis and interpretation,
which provide information not only about existing designs but in the end a
model job design is presented for bankers to improve both their efficiency
and effectiveness. We had collected data from Habib Bank Limited, United
Bank Limited and Saudi-Pak commercial Bank (Silk Bank). We had drawn a
sample unit of 50 respondents from each bank making a collective sample of
150 respondents. It was concluded that different job designs deeply
influence the performance of an employee as it guides the behavior of an
individual. So in order to be competitive in the global era employees’ job
must be designed in all round manner.
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 4
Contents
Dedication..................................................................................................................2
Acknowledgements.................................................................................................3
Abstract...................................................................................................................... 4
1. Chapter................................................................................................................... 8
INTRODUCTION...........................................................................................................8
1.1 Introduction.......................................................................................................8
1.2 Operational Definitions....................................................................................12
1.2.1 Job.....................................................................................................................................12
1.2.2 Job Design.......................................................................................................................12
1.2.3 Motivation.......................................................................................................................12
1.2.4 Job Performance...........................................................................................................12
2. Chapter..............................................................................................................................................13
LITERATURE REVIEW..........................................................................................................................13
2.1 Literature Review....................................................................................................................13
2.2 Job Design Approaches..........................................................................................................21
Job enrichment (JE).................................................................................................................21
Job engineering (JEng)...........................................................................................................21
Quality of work life (QWL) and socio-technical design...............................................22
Social information processing approach (SIPA)............................................................22
The job characteristics approach to job design............................................................22
Diagnosing and measuring job scope..............................................................................24
Towards a proposed model of job design.......................................................................24
Antecedents and expanded job characteristics...........................................................24
Outcomes...................................................................................................................................32
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 5
Future implications of the model.......................................................................................33
2.3 History of Banks.......................................................................................................................38
2.3.1 The Bank.........................................................................................................................38
2.3.2 Banking in Pakistan.....................................................................................................38
HABIB BANK LIMITED.....................................................................................................................39
(HBL)....................................................................................................................................................39
UNITED BANK LIMTED....................................................................................................................40
(UBL)....................................................................................................................................................40
Saudi-Pak Commercial Bank (Silk Bank).................................................................................42
3. Chapter..............................................................................................................................................44
METHODOLOGY...................................................................................................................................44
3.1 Purpose of the Study..............................................................................................................44
3.2 Objectives..................................................................................................................................44
3.3 Null Hypothesis........................................................................................................................45
3.4 Data Collection and Analysis...............................................................................................45
3.4.1 Methodology..................................................................................................................45
3.4.2 Design..............................................................................................................................45
3.4.3 Population.......................................................................................................................45
3.3.4 Sample Size...................................................................................................................46
3.3.5 Sampling.........................................................................................................................46
3.3.6 Data Collection:............................................................................................................46
3.3.7 Data Analysis.................................................................................................................48
3.3.8 LIMITATIONS OF STUDY.............................................................................................48
3.3.9 Ethics................................................................................................................................49
4. Chapter..............................................................................................................................................50
DATA ANALYSIS...................................................................................................................................50
4.1 Data Analysis............................................................................................................................50
4.2 Data Analysis Results.............................................................................................................50
4.3 Findings.......................................................................................................................................71
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 6
5. Chapter..............................................................................................................................................72
5.1 Conclusion..................................................................................................................................72
5.2 Recommendations..................................................................................................................75
5.3 Model of Job Design for Employees in Banking Sector...............................................77
5.3.1 First Step.........................................................................................................................77
5.3.2 Second Step...................................................................................................................78
5.3.3 Final Step........................................................................................................................79
Bibliography..........................................................................................................................................84
Appendices............................................................................................................................................86
QUESTIONNAIRE..................................................................................................................................87
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 7
1. Chapter
INTRODUCTION
1.1 Introduction
While good people are hard to find, great people
are much harder to replace. Michael Guld
Organization is the strength of any business. The more organized and
efficient the different components in the business are, the better it functions
and produces. Breaking down tasks associated with each component in the
system has led to the concept of job design. Job design came about with
rapid technological advancements at the turn of the 20th century when mass
production and assembly line operations emerged. As jobs continue to
become more sophisticated and specialized, the need for an educated and
motivated workforce has become indispensable.
The nature of work and its organization has interested managers, economists
and social scientists for as long as people have been employed by others to
engage in productive activity. Managers have largely been interested in
maximizing output from available resources. Economists and social scientists
have raised questions about the organization of work in relation to issues of
the individual and society in general.
Workers today are motivated by many different intentions. Some of these
causes are considered as a needed entity or as a desired. Many
organizations all over the globe throughout the past hundred years have
focused on theories that motivate the workers to be the best they can be.
Many of the theories of motivation have proven to be true. In this day of age
most workers are well educated to a very high standard and for that they
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 8
demand a reasonable salary and good working conditions. Motivation has
conventionally been assumed to be an individual phenomenon. Each
individual is unique in which each individual have different needs, potential,
values, strengthening history, attitudes and goals. The most important
aspect that most workers are concerned about is their wants and desires. "It
is important to identify employees' wants and desires which includes:
1) Praise and recognition-often employees feel that they get noticed
only for the things they do wrong, not for the things they do right;
2) Job security;
3) Opportunity to advance and gain new experiences;
4) Communication-to know where they stand in the eyes of their
employers and what is done right or wrong;
5) To feel involved in the company-to take part in making decisions.
Job design and work organization is the specification of the contents, method
and relationships of jobs to satisfy technological and organizational
requirements as well as the personal needs of jobholders. The main purpose
of job design (or re-design) is to increase both employee motivation and
productivity (Rush, 1971). Increased productivity can manifest itself in
various forms. For example, the focus can be that of improving quality and
quantity of goods and services, reduce operation costs, and/or reduce
turnover and training costs.
Managers have the opportunity to influence the motivation of employees
through design of their jobs. Well-designed jobs help accomplish two
important goals: getting the necessary work done in a timely and competent
manner, and motivating and challenging employees. Both the business and
the employee benefit from successful job design. Poorly designed jobs leave
to chance whether the expected tasks will get done in a timely and
competent manner. Poorly designed jobs, moreover, are likely to be
discouraging, boring and frustrating to employees. Even if employees would
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 9
otherwise be enthused, competent and productive, poorly designed jobs
almost certainly lead to employee disappointment.
Managers have the responsibility of designing jobs. If they ignore this
responsibility, employees will design their own jobs. Not surprisingly, the jobs
designed by employees are more likely to be attuned to employee
experiences and preferences than to the goals of the business. Neither the
business nor the employees are long-term winners from managers defaulting
job design to employees.
In designing the work group activity one of the basic principles is that of
'minimum critical specification' of the tasks and the 'minimum critical
specification of tasks to jobs. Specification of objectives remains essential
but the means for obtaining them in many instances can be decided by the
task performer.
In designing the work system it will often be the case that some overriding
factor limits the application of all these principles. Nevertheless they can
form the basis for questioning the assumptions being made in the design
process and lead to discussion about the possible consequences of ignoring
them.
Criteria applied when making decisions about jobs and work organization
were criticized by Louis Davis, in the 1950's, for more or less ignoring the
social and psychological needs of job holders. Whilst there is now a much
greater awareness of these aspects, those responsible for designing systems
often are forced to operate within narrow parameters.
Decisions made earlier by designers of manufacturing equipment often
impose constraints on the choices available at the later stage. However,
whilst recognizing these constraints it would appear that those responsible
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 10
for job design are still dominated in their decisions by those factors criticized
by Davis.
The challenge facing managers now and in the future is that of employing
the new technology with all its opportunities in ways which not only meet the
organization's needs but also the expectations and aspirations of employees.
In order to achieve this more effectively there is the need to further develop
these approaches to job and work organization design which facilitates these
broader criteria being incorporated into the design process as well as the
tools with which to achieve the task.
Job design serves to improve performance and motivation. Job-design
analysis starts by looking at a job with a broad perspective and swiftly moves
toward identifying the specific activities required to do the job. This is done
for the purpose of identifying and correcting any deficiencies that affect
performance and motivation.
In this study we intend to explore which features of job design are motivating
for employees working in banking sector in Pakistan so that they can perform
at their best.
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 11
1.2 Operational Definitions
1.2.1 Job
A job is a regular activity performed in exchange for payment, especially as
one's occupation. A person usually begins a job by becoming an employee,
volunteering, or starting a business. The duration of a job may range from an
hour (in the case of odd jobs) to a lifetime (in the case of some judges). If a
person is trained for a certain type of job, they may have a profession. The
series of jobs a person holds in their life is their career.
1.2.2 Job Design
It refers to the process of determining exactly what an employee does on the
job: the tasks, duties, responsibilities, decision-making and the level of
authority
1.2.3 Motivation
Motivation is goal directed behavior. Factors, which energize, direct and
sustain employee behavior.
1.2.4 Job Performance
Job performance is a commonly used, yet poorly defined concept in industrial
and organizational psychology, the branch of psychology that deals with the
workplace. It most commonly refers to whether a person performs their job
well. Despite the confusion over how it should be exactly defined,
performance is an extremely important criterion that relates to
organizational outcomes and success.
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 12
2. Chapter
LITERATURE REVIEW
2.1 Literature Review
A literature review is a body of text that aims to review the critical points of
current knowledge on a particular topic. Most often associated with science-
oriented literature, such as a thesis, the literature review usually precedes a
research proposal, methodology and results section. Its ultimate goal is to
bring the reader up to date with current literature on a topic and forms the
basis for another goal, such as the justification for future research in the
area.
A Literature Review has been done to know about the various aspects of job
design in order to identify those motivation factors that effect job
performance.
According to Rush, 1971 the main purpose of job design (or re-design) is to
increase both employee motivation and productivity. Job design can have a
significant effect on motivation. ). Increased productivity can manifest itself
in various forms. For example, the focus can be that of improving quality and
quantity of goods and services, reduce operation costs, and/or reduce
turnover and training costs.
On the other hand, increasing employees' motivation can be achieved
through increased job satisfaction. To this end, the Two-Hygiene Theory by
Herzberg (1971, as cited in Rush) describes two sets of factors, satisfying
and dissatisfying, that affect an employee's self-esteem and opportunity for
self-actualization in the workplace.
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 13
There is an established body of knowledge supporting the idea that certain
jobs and goal setting can enhance performance. This research focuses on
motivating performance through job design. It is experienced that well
designed jobs can have a positive impact on both employee satisfaction and
the quality of performance. In the present paper, it is proposed that a well-
defined job would enhance motivation, satisfaction and performance of the
employees. Thus, for both academicians and practitioners, job design takes
on special importance in today's human resource management. It is
essential to design jobs so that stress can be reduced, motivation can be
enhanced, and satisfaction of employees and their performance can be
improved so that organizations can effectively compete in the global
marketplace.
Initially, the field of organizational behavior paid attention only to job
enrichment (JE) approaches to job design. Now, job design has taken a
broader perspective, with various dimensions such as job enrichment (JE),
job engineering (JEng), quality of work life (QWL), sociotechnical designs, the
social information processing approach (SIPA) and the job characteristics
approach to job design. The proposed model recognizes certain job
characteristics that contribute to certain psychological states, and that the
strength of the employee's need for growth has an important moderating
effect.
The aim of this research is to identify the key issues of job design research
and practice, particularly in relation to higher-level jobs. To provide the
context for the account that follows, we first take a backward glance at job
design. We then briefly describe the approaches to job design with emphasis
on the job characteristics approach to job design in detail, followed by a
literature review of the job characteristics approach. Later we present the
proposed model of job design, and its future implications or outcomes.
More attention is being paid to job design for three major reasons:
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 14
Job design can influence performance in certain jobs,
especially those where employee motivation can make a
substantial difference. Lower cost through reduced turnover
and absenteeism are also related to good job design.
Job design can affect job satisfaction. Because people are more
satisfied with certain job configurations than with others, it is
important to be able to identify what makes a “good” job.
Job design can affect both physical and mental health. Example
problems such as backache or leg pain can sometimes be
traced directly to job design, as can stress and related high
blood pressure and heart disease.
Herzberg (1966) made a critical distinction between these factors in that a
person does not move in a continuum from being dissatisfied to becoming
satisfied or vice versa. Rush (1971, p. 7) tries to explain Herzberg's point by
stating that, "the opposite of satisfaction is not dissatisfaction, but no
satisfaction; and that the opposite of dissatisfaction is not satisfaction but no
dissatisfaction". In a practical sense, this means that dissatisfying factors
help support and maintain the structure of the job, while the satisfying
factors help the employee reach self-actualization and can increase
motivation to continue to do the job.
According to the Two Factor Theory of Frederick Herzberg (1959) people are
influenced by two factors. Satisfaction and psychological growth are a result
factor of motivation factors. Managers have the opportunity to influence the
motivation of employees through design of their jobs. Well-designed jobs
help accomplish two important goals: getting the necessary work done in a
timely and competent manner, and motivating and challenging employees.
Both the business and the employee benefit from successful job design.
Poorly designed jobs leave to chance whether the expected tasks will get
done in a timely and competent manner. Poorly designed jobs, moreover, are
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 15
likely to be discouraging, boring and frustrating to employees. Even if
employees would otherwise be enthused, competent and productive, poorly
designed jobs almost certainly lead to employee disappointment.
Job design serves to improve performance and motivation. Job-design
analysis starts by looking at a job with a broad perspective and swiftly moves
toward identifying the specific activities required to do the job. This is done
for the purpose of identifying and correcting any deficiencies that affect
performance and motivation.
Hence this literature review satisfy all the variables i.e. relationships
(between Job design and employee performance/job design and motivation)
of research thesis hypothesis.
Job design and its approaches are usually considered to have begun with
scientific management in the year 1900. Pioneering scientific managers such
as Taylor (1947), Gilbreth (1911), and Gilbreth and Gilbreth (1917)
systematically examined jobs with various techniques. They suggested that
task design might be the most prominent element in scientific management.
With respect to the design of individual jobs, the first major theory was that
of Herzberg and his colleagues (Herzberg et al. 1959). Their two-factor
theory distinguished between two types of factors, namely motivators, which
are intrinsic to the work itself (e.g. achievement, recognition, and
responsibility), and hygiene factors, which are extrinsic to the work (e.g.
work conditions, pay, and supervision). The proposition was that the hygiene
factors are absolutely necessary to maintain the human resources of an
organization. According to Hertzberg's theory, only a challenging job has the
opportunity for achievement, recognition, advancement and growth that will
motivate personnel.
Hackman and Oldham's (1976) job characteristics model (JCM) superseded
the two-factor theory. This identifies five core job characteristics, namely:
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 16
1. Skill variety
2. Task identity
3. Task significance
4. Autonomy
5. Feedback
The core job characteristics are followed by three critical psychological
states, namely:
1. Experienced meaningfulness
2. Experienced responsibility
3. Knowledge of results
In turn, the critical psychological states are accountable for increased work
satisfaction, internal work motivation, performance and reduced absence
and employee turnover. The model assumes that autonomy and feedback
are more important than the work characteristics, and that individuals with
higher growth need strength (i.e. desire for challenges and personal
development) will respond more positively to enriched jobs than others. To
this end, an extension to job design has been proposed that would help
organizations and employees to survive in the turbulent marketplace.
There was substantial interest from researchers and practitioners in job
design during the 1900s. Hackman et al. (1975) conducted a study and
claimed that people on enriched jobs are definitely more motivated and
satisfied by their jobs. Another study conducted by Griffin (1989) on 1,000
tellers from 38 banks of a large holding company found from the job design
intervention that employees perceive meaningful changes and tend to
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 17
recognize those changes over time. In addition to this, a meta-analysis of the
job characteristics model (Fried and Ferris, 1987) found general support for
the model and for its effects on motivation and satisfaction and performance
outcome.
Adler (1991) found that systems in which employees reported higher
perceptions of skill variety, task significance, autonomy, and feedback
reported higher levels of satisfaction and internal work motivation.
Champoux (1991) theorized the relationships that growth need strength
moderates between the core job characteristics and the critical psychological
states and affective responses. Moreover, Dodd and Ganster (1996)
examined the interactive relationship between feedback, autonomy and
variety by manipulating the characteristics in lab. In their study, Arce (2002)
found that the reward from outside activities is affected by the performance
on inside activity. The study provides a rationale for the existence of
synergies between different activities. Loher et al. 1985) found the relation
between job characteristics and job satisfaction and also found that the
relation was stronger for employees high in growth need strength (GNS).
Renn and Vandenberg (1995) studied the strongest support for the job
characteristic model that allowed the core job dimensions to have direct and
indirect effects on personal and work outcomes. Another study conducted by
Morrison et al. (2005) found that job designs that provide for high levels of
employee control also provide increased opportunities for the development
and exercise of skill. Also, mediational influence of perceived skill utilization
on job control job satisfaction has been observed. Love and Edwards (2005)
concluded that perceived work demands, job control and social support
through job design leads to high productivity. Sokoya (2000) found in his
study that the level of job satisfaction is determined by a combination of
jobs, work and personal characteristics. Rotating managers to different jobs
adds the benefit of task variety, resulting in increased performance of
employees. Bassey (2002) observed in his study that skills, task identity,
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 18
task significance, autonomy, feedback, job security and compensation are
important factors for the motivation of employees. Thus, the research done
in this field has created virtuous circles for more research and practice.
Different variables of job design, employee motivation and job performance
are discussed below:
Job content: the activities required of the job or the task to be done
on the job
Job Requirements: the personal characteristics (education,
experience, licenses, etc) necessary to do the task
Job Context: the environment within which the job is
performed .Working relationships with other employees
Job rotation: Job design technique in which employees are moved
between two or more jobs in a planned manner. The objective is to
expose the employees to different experiences and wider variety of
skills to enhance job satisfaction and to cross-train them.
Job enlargement: Job Enlargement is the horizontal expansion of a
job. It involves the addition of tasks at the same level of skill and
responsibility. It is done to keep workers from getting bored. It is
different than job enrichment (see sidebar).
Job enrichment: Job Enrichment is the addition to a job of tasks that
increase the amount of employee control or responsibility. It is a
vertical expansion of the job as opposed to the horizontal expansion of
a job, which is called job enlargement.
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 19
Rating scales: A rating scale is a set of categories designed to elicit
information about a quantitative or a qualitative attribute. In the social
sciences, common examples are the Likert scale and 1-10 rating scales
in which a person selects the number which is considered to reflect the
perceived quality of a product.
Management by objectives (MBO): MBO aims to increase
organizational performance by aligning goals and subordinate
objectives throughout the organization. Ideally, employees get strong
input to identifying their objectives, time lines for completion, etc. MBO
includes ongoing tracking and feedback in the process to reach
objectives.
Peer or team evaluations: Things to consider in making this
evaluation include:
o Competence: Was the team member capable of completing
his/her part of the project? In other words, did he/she learn
anything in the course?
o Quality of Work: Did the team member strive to and do a good
job in his/her assigned tasks?
o Participation: What was the level and extent of participation by
the team member in all phases of the project?
o Promptness: Did the team member meet the task completion
deadlines set by your group?
o Attendance: How often did the team member miss a group
meeting?
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 20
2.2 Job Design Approaches
The approaches to job design have been postulated in such a manner that
they indirectly affect an employee's level of motivation. The approaches to
job design have worked in different perspectives for various organizational
developments. These approaches are: job engineering (J.Eng.); job
enrichment (JE); quality of work life (QWL); social information processing
approach (SIPA) and job characteristics. Each approach has its own costs and
benefits, and no single approach is best; trade-offs will be required in most
practical situations.
Too often, jobs are developed haphazardly; they become arbitrary groupings
of activities that our machines cannot do. Little consideration is given to the
mental and physical capabilities, limitations, and needs of the workers who
must perform them.
Because of the academic discipline bases of the various job-design
approaches, each approach tends to be owned by a different staff specialty
or profession within an organization.
Job enrichment (JE)
The technique entails enriching the job, which refers to the inclusion of
greater variety of work content, requiring a higher level of knowledge and
skill, giving workers autonomy and responsibility in terms of planning,
directing, and controlling their own performance, and providing the
opportunity for personal growth and meaningful work experience.
Job engineering (JEng)
The scientific management approach evolved into what is now generally
called job engineering. It is closely associated with cybernation and
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 21
sophisticated computer applications, computer assisted design (CAD), and
human-machine interactions. In fact, it has been the dominant aspect of job
design analysis.
Quality of work life (QWL) and socio-technical design
The overriding purpose of quality of work life is to change the climate at
work so that the human-technological-organizational interface leads to a
better quality of work life.
Social information processing approach (SIPA)
The social information processing approach to job design suggests that
individual needs, task perceptions, and reactions are socially constructed
realities. The process includes choice, revocability, publicness, explicitness,
social norms and expectations, and external priming, which combine with
social information (from others and the organizational environment) and
influence the jobholders' perceptions, attitudes and behaviors.
The job characteristics approach to job design
To meet the limitations of Herzberg's approach to job enrichment (which he
prefers to call orthodox job enrichment (OJE), Hackman and Oldham (1976)
developed the most widely recognized model of job characteristics.
Basically, this model recognized certain job characteristics that contribute to
certain psychological states and that the strength of employees' need for
growth has an important moderating effect. The core job characteristics are
summarized below:
Skill variety: This refers to the extent to which the job requires the
employee to draw from a number of different skills and abilities as well
as upon a range of knowledge.
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 22
Task variety: This refers to whether the job has an identifiable
beginning and end or how complete a module of work the employee
performs.
Task significance: This involves the importance of the task. It
involves both internal significance (i.e. how important the task is to the
organization) and external significance (i.e. how proud employees are
to tell their relatives, friends, and neighbors what they do and where
they work).
Autonomy: This refers to job independence. How much freedom and
control employees have to perform their job, for example, schedule
their work, make decisions or determine the means to accomplish the
objectives.
Feedback: This refers to objective information about progress and
performance that can come from the job itself, from supervisors or
from any other information system.
Critical psychological states can be summarized as follows:
Meaningfulness: This cognitive state involves the degree to which
employees perceive their work as making a valued contribution, as
being important and worthwhile.
Responsibility: The degree to which the employee feels personally
accountable for the results of the work they do.
Knowledge of results: The degree to which the employee knows and
understands, on a continuous basis, how effectively they perform their
job
Summary of Outcomes from the Job-Design Approaches
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 23
Source: Michael A. Campion & Paul W. Thaye (2001), Job Design: Approaches, Outcomes, and Trade-offs.
http://www.krannert.purdue.edu/faculty/campionm/Job_Design_Approaches.pdf.
Diagnosing and measuring job scope
There are several ways in which the Hackman-Oldham model can be used to
diagnose the degree of job scope that job possesses. More systematically,
Hackman and Oldham developed a questionnaire, The Job Diagnostic Survey
(JDS) (Hackman and Oldham, 1975) to analyze jobs. The questions on this
survey yield a quantitative score that can be used to calculate an overall
measure of job enrichment, or what is increasingly called “job scope”. For
this, the motivational potential score (MPS) is calculated. The formula for this
is: Equation 1 Besides this, the JDS also measures some supplementary job
dimensions (feedback from others, dealing with others), experienced
psychological states (meaningfulness of work, responsibility for work,
knowledge of results), affective responses to the job (general satisfaction,
internal work motivation, growth satisfaction), context satisfactions (pay
satisfaction, security satisfaction, social satisfaction, supervisory
satisfaction), individual growth need strength (GNS), and MPS. The MPS
scores can range from 1 to 343. The average score is about 125.
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 24
Towards a proposed model of job design
An elaborated model of job design has been proposed considering the
designing of job at individual and group level. The proposal has been made
on the following grounds.
Antecedents and expanded job characteristics
Various factors influence and constrain the choice of job design. Such factors
can be internal to the organization, such as style of management,
technology, organizational design, workplace spirituality or high performance
improvement. Factors can also be external, such as environmental
uncertainty, available technology and labor market. Thus, considering the
external and internal factors, it is important in many ways to manipulate job
characteristics. This can be done, for example, by removing demarcation
barriers by running management development programs (MDPs), promoting
cultural changes or conducting behavior modification programs. For this,
technology and job design need to come together to deliver excellent
services. Thus, in a well-defined circumstance, it is reasonable to assume
that individuals might mould their job characteristics to fit their individual
abilities and personalities.
Moreover, environmental uncertainties such as downsizing and layoffs make
it vital in many ways to manipulate the available human resources by
considering them as the social capital of the organization. For this, managers
must initiate and develop relationships among individuals, organizations and
communities. Managers must initiate and develop social capital with three
aspects:
1. The structural dimension, which concerns the overall pattern
of relationships found in organizations;
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 25
2. The relational dimension, which concerns the nature of the
connections between individuals in an organization; and
3. The cognitive dimension, which concerns the extent to which
employees within a social network share a common
perspective or understanding (Nahapiet and Ghosal, 1998).
The creation of social capital assists in solving problems of coordination,
reduces transaction costs, and facilitates the flow of information between
and among employees. It also facilitates collective procession of work-
related activities, growth in teamwork, collective representations, and
collective emotional experience, that is, tuning one's own emotional state to
that of another person or work group, reflecting joint activities, common
goals, norms, and values. Consistent with this notion, social capital directs
high internal motivation leading to high performance and making employees
more successful in achieving goals in comparison to organizations that have
less capital.
As we already know that technology has become the lifeblood of every
organization, it is vital to make the optimum use of available technology.
Technologies like e-commerce and e-business have become buzzwords in
every organization and have affected life in the workplace. With the
introduction of e-commerce, transactions and dealings are being undertaken
on the internet, enhancing the job profile of employees. Similarly, e-business
has a full breadth of activities, including the development of strategies for
running internet-based companies, improving communication between
employees and customers, and coordinating design and production
electronically. The resulting increased level of motivation leads to high
performance in employees. Thus, with such forms of technological advances,
employees can meet two types of cognitive demands that often emerge in
manufacturing settings:
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 26
1. Attention demands; and
2. Problem-solving demands.
Attention demands occur as a result of increased vigilance requirements
(Van Colt, 1985), and problem-solving demands occur because of the need
for fault prevention and active diagnosis of errors (Dean and Snell, 1991).
Moreover, traditional job characteristics such as job autonomy, task variety
and feedback are likely to be key factors. Feedback is one of the salient
features within modern settings, especially given the prevalence of
electronic performance monitoring (EPM). This provides accurate, fair and
timely feedback that can help employees cope with work demands. Others
have suggested serious downsides, such as reduced privacy and increased
workload (Carayon, 1993), but employees can perceive EPM positively if
there is high trust and a supportive culture.
Another element of job design concerns the emotional demands of work.
There can clearly be positive benefits of emotional displays for organizations.
Positive emotional displays control the exchanges with customers or clients,
and hence lead to customer retention. For this, autonomy would enable the
individual to enable to control their exposure to emotional demands.
A further development necessary in job design is growth in teamwork or
considering group-level work characteristics in a more systematic manner.
Thus, this means focusing on aspects that are the function of groups, such as
the design of cohesion among members, team composition, and
interdependency and shared knowledge structures. This will result in
collective representations, which are the components of a system of
knowledge, opinion and behavioral norms originating from social experience.
This will also lead to collective emotional experience that is, tuning one's
own emotional state to that of another person or work group, reflecting joint
activities, common goals, values and norms.
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Our discussion now moves towards the internal factors of the organization
that play a vital role in motivating the performance of employees. These
factors are:
Human resource management;
Ergonomics;
Organizational culture;
Leadership style;
Human performance improvement (HPI); and
Workplace spirituality.
As we already know that HR or personnel management is an essential part of
every manager's responsibility, thus managers must consider employees as
the most valued asset of an organization. To promote novel thoughts and
ideas, a proper blend of HR strategy and job design is required. There should
be appropriate manpower planning. Employees must be selected according
to the knowledge, skills, and abilities that are apt for to the job to be
performed. Apart from this, employees must be given proper training so as
to enhance their levels of knowledge, which will motivate them to perform
better as they will be in a better position to meet global challenges.
Alterations must also be made to organizational policies to consider
employee benefits so that employees benefit from contributing to achieve
organizational goals. Employees must be evaluated annually on the basis of
their performance, and employees who perform well must be delegated with
increased responsibility and recognition, leading to an increased level of
motivation. Finally, interactional levels must be increased, with the creation
of informal groups so as to meet social demands and motivate employees in
the collective representation of organizations.
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With increased innovation, downsizing and lay-offs are taking place, and to
make the optimum use of labor, flexibility must be induced in the job profile
of employees. Flexible schedules, compressed work schedules, job sharing,
and telecommuting must be allowed within organizations so to make
optimum use of time and labour, resulting in increased productivity and
overall performance. Apart from bringing flexibility to working hours,
employees must be encouraged to produce novel and thoughtful ideas so as
to solve various organizational problems and make their jobs more
interesting, involving, and personally challenging, and hence leading to an
increase in intrinsic motivation. This motivation in turns transforms potential
into creative ideas, which fosters fair and constructive judgment of ideas and
sharing of information. As well as fostering creativity within organizations,
variable performance-linked pay (VPLP) must be introduced within
organizations, including piece-rate plans, wage incentives, sharing, bonuses
and gain-sharing. With the introduction of such programs in organizations,
performances are improved and the motivational level of employees is also
increased. Also, such programs recognize contributions, and low performers
find ways to increase their pay, and are hence motivated to perform better.
Another aspect that has been discussed is ergonomics, which plays a vital
role in designing jobs and influencing the motivational levels of employees.
To sustain the workforce, it has become important to ensure a hazard-free
and safe environment, and it has been embraced by managers that a safe
working environment can result in greater efficiency and productivity. Jobs
must be designed in such a manner that musculoskeletal disorders do not
happen. Tools and equipment must be designed with the worker in mind and
for the job being performed. Mini-breaks or coffee breaks must be given to
employees so that body parts are not over-exerted. Production quotas,
excessive supervision, machine-paced work and other pressures must be
avoided so as to reduce musculoskeletal injuries. For this, work rotation must
be encouraged so as to reduce exposure to ergonomic hazards: performing a
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 29
variety of tasks can result in high performance. Apart, from this, the most
significant aspect of designing jobs ergonomically is that there should be
complete involvement of workers and unions regarding how work should be
organized and structured.
On the whole, we can say that when jobs are designed ergonomically, there
is overall interaction of technology, work, and human beings. That is, the
involvement of anatomy, physiology and psychology is complete, as the
designing of jobs done on these basic human sciences results in the most
productive use of human capabilities, and the maintenance of human health
and well-being. The contribution of anatomy lies in improving the physical fit
between employees and jobs: that is, excessive forces are avoided. The
human physiology sets standards for an acceptable physical work rate,
workload, and nutrition requirements. Finally, psychology is concerned with
aiding the cognitive fit between employees and the jobs they perform, which
results in appropriate decision-making and action. With this fit there is
sustenance of an organization's workforce, lower absenteeism, increased
productivity, reduced operating costs and enhanced performance.
Knowledge management (KM) is another novel discipline that has emerged
as one of the major dimensions in improving the performance of employees.
In the present scenario of turbulent competition, with the management of
human resources, it has become vital in many aspects to manage the
available knowledge for meeting the organizational goals and demands.
Knowledge in the perspective of job design is human-based: that is, it is
brainpower, experience, skills and competence. KM involves the creation of
knowledge and leveraging knowledge in the decision-making process. KM
involves human and social interaction, where the available knowledge is
mentally processed, interpreted, and applied at the workplace. For this, an
employee has to be motivated to unleash their knowledge, abilities and skills
for the achievement of organizational goals. Apart from this, for the purpose
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 30
of managing knowledge and motivating employees for high performance,
employees need to be psychologically empowered down the hierarchy so as
to perform their job on their own. Free and informal interactions must be
encouraged between managers and employees to share the available
knowledge. With this sharing of knowledge, employees are highly motivated
to perform better in rational decision-making. Today, the emergence of HRM-
TQM has created joint consultative committees (JCCs) where management
and employees form a task committee to share the available information to
generate ideas and innovative business plans (Anand, 2001). Thus, the
system should be created in a fashion that enables the dissemination,
sharing and creation of knowledge, encouraging the participative
management of employees, leading to increased levels of motivation in
employees.
Another aspect that has been discussed in reference to job design is HPI
(Swanson, 1999). This is the systemic and systematic approach to identify
barriers that prevent people from achieving top performance, solving
performance problems, and improving opportunities in the workplace. This
process involves five fundamental steps:
1. Performance analysis: This aims at the understanding and validation
of perceived performance problems. A detailed assessment of
performance is carried out and appropriate interventions are made so
as to increase the performance of employees.
2. Root-cause analysis: This underlines the causes of performance
problems such as lack of complete information; lack of environmental
support; lack of incentives or rewards, skills, knowledge, and attitudes,
motivation and expectations; and individual capacity. Identification of
any root cause leads to the construction of an appropriate strategy,
thereby enhancing the performance of the employees as well as that of
the organization.
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3. Intervention selection and design: At this level, the nature of the
problem and its root cause are assessed, and the selection of an
intervention or a combination of interventions is required. At this
stage, instructional interventions are designed to promote knowledge
and skill acquisition, small group activities and workshops are
organized, and training is imparted through various media (distance
learning, computer-based and video-based). In addition, on-the-job
training (OJT) is facilitated for knowledge and skill mastery in the
environment, hence motivating employees towards better
performances to meet performance gaps. Moreover, non-instructional
interventions are also designed which include personnel selection,
incentive systems, cultural change initiatives, knowledge
management, and intellectual capital management. With these
interventions, employees are under complete assessments which
motivate employees to improve their performance for the achievement
of organizational goals.
4. Implementation: This adequate resources, change management
strategy and business processes and procedures to increase
organizational effectiveness.
5. Evaluation: This involves interpretation of organizational outcomes.
This involves evaluation of the various interventions made for
improving performance in the workplace, to decide whether to
terminate or continue an intervention and to study the impact of
decision-making and business planning and how far the business plans
have or have not been supportive of organizational learning. Hence,
with these interventions, we can keep pace with the changes occurring
in the organizational landscape.
Finally, we come to the most important aspect of our design and that is
leadership style and organizational culture. Leaders play a vital role in
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 32
motivating the performance of employees. Leaders are the only source of
trust in employees that managers are trustworthy, benevolent and prefer
fairness in work processes. Leaders motivate people to follow a participative
design of work in which they are responsible for controlling and coordinating
their work, hence making them responsible for their performance. But this is
feasible only when there is openness and trust between leaders and
employees (Tanner, 1998).
In the context of leadership style, another stream of research has emerged
that has focused on transformational leadership and transactional leadership
styles. Although both forms of leadership are apt for any organization,
transformational leadership style is more suitable as the leader of a
particular group pays more attention to the concerns and needs of individual
employees, and creates awareness among employees to look at old
problems in new ways. They motivate and inspire employees towards the
achievement of organizational goals by providing vision and a sense of
mission among employees and also induce intellectual stimulation, which
opens vistas for employees in terms of career development and new ways to
make enhance their performance.
Finally there is organizational culture, which involves the socialization
process, psychological empowerment, and workplace spirituality. Motivating
employees towards high performance is very much influenced by the
prevalence of the culture in the organization. Socialization must be induced
within organizations: this can be achieved through social interaction between
employees and employers, where the information gathered is easily shared
and disseminated. Also, employees have the chance of emotional release,
creating a culture of trust and openness.
Last comes workplace spirituality (Ashmos and Duchon, 2000), which
recognizes that employees have both a mind and a spirit and seek to find
meaning and purpose in their work, and a desire to connect with other
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human beings and be part of a community, hence making their jobs more
meaningful and motivating employees to perform at a high level with a view
to personal and social development.
Thus, the proposed model of job design, created with a view towards
motivating employees to higher performance, will definitely help in achieving
organizational goals with full zest and will definitely lead to proactive
outcomes or performance.
Outcomes
The use of available resources and available technology along with various
training programs will definitely lead to increased productivity and increased
levels of motivation at individual level, group level, and social level. Also,
considering the labor market on the basis of variable-pay programs and
flexible schedules will definitely lead to heightened motivation and
productivity, which in return leads to the creation of social capital, assisting
in meeting the structural, relational, and cognitive demands of the
organization.
Designing jobs under consideration of internal organizational factors, it can
be seen that following appropriate management strategies will help in the
creation of opportunities for career development, skill acquisition and
creativity for employees. Performance evaluations will help employees to
know their levels of motivation and make efforts to improve them. Moreover,
designing jobs ergonomically will help in the creation of safe working
conditions, avoiding musculoskeletal injuries and awkward postures. In other
words, the involvement of anatomy, physiology, and psychology in designing
jobs ergonomically will lead to high performance and reduced levels of stress
in employees.
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Knowledge management will also lead to proactive outcomes or
performance. Once knowledge dissemination, utilization and acquisition are
required in a linear fashion, learning organizations can be created where
novel ideas and thoughts are developed, interpreted, and implemented and
knowledge is transformed throughout the system with the objective of
achieving organizational goals efficiently and creating autonomy in
performing jobs, hence motivating employees towards high performance.
Finally, following a transformational leadership style in motivating employees
will definitely lead to collective representations and collective emotional
experiences, hence leading to the creation of a collectivistic culture within
organizations as well as the creation of a high performing environment. In
other words, appropriate job design will lead to proactive performance and
finally to learning and developing nations.
Future implications of the model
Traditional outcomes such as job satisfaction, motivation and performance
will certainly remain central to the agenda. But, some wider developments
are yet to be incorporated besides these general agendas. Job autonomy
would be associated with greater organizational commitment, which in turn
was linked to safer working. Thus, safety has been one of the most ignored
aspects of job designs which in future can become one of the salient features
of job design, hence, leading to a better quality of work life (QWL).
In today's world, to survive in the turbulent marketplace, creativity,
innovation, skill and knowledge acquisition have become major aspects in
improving the performance of employees and creating virtuous circles for
organizations to reach the pinnacle, as they lead to improved decision-
making and goal setting.
Finally, in terms of practical recommendations, empowerment is an effective
strategy for promoting expertise. It creates an effective and safe
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 35
environment within which individuals can acquire skills. Importantly,
empowerment provides an opportunity for employees to apply new skills,
which is likely to reinforce the values of personal development. It can be
regarded as an effective means of improving skills and can be regarded as
an effective strategy for managing knowledge in two respects:
1. The provision of information systems and support from
technical experts represents a systematic practice for
disseminating knowledge through an organization; and
2. Enhanced decision-making responsibility has the potential to
tap into employees' existing knowledge and skills, drawing on
their personal experiences and ideas to improve the
effectiveness of work systems.
In other words, empowerment can be viewed as a means of eliciting or
unlocking the knowledge possessed by an organization.
When it comes to job design in the Indian context, employers can give a
quick response to their job by enabling employees to use their tact and local
language to solve problems. Besides this, knowledge creation and employee
learning and development among employees will be promoted with the
perspective consistent with the German action theory, of which the basic
tenet is that work is action-oriented. It has also been proposed in the model
that designed roles promote mastery, which in turn helps people learn to
cope with the stresses of the job, also leading to higher intensive motivation,
which in turn leads to increased growth needs strength, providing
environmental certainty and centralized decision-making. Thus, implication
of the model is that the job characteristics model can be practically applied
with the desirable performance and satisfaction results. Some well-known
companies such as 3M, AT&T, Xerox and Motorola are also among those who
have actually implemented job design changes in accordance with the job
characteristics model.
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 36
Equation 1
Fig: 1 Approaches to job design
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Fig: 2 Hackman-Oldham job characteristics model
Fig: 3The proposed model of job design
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 38
Fig: 4 Outcome of the proposed model of job design
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 39
2.3 History of Banks
2.3.1 The Bank
The term “BANK” is derived from an Italian word “BANKO” which means
“Bench” that is where people meet and solve their financial matters.
The term bank is being used for a long time yet it has no precise definition.
The basic reason is that the banks perform not just one but many types of
functions originally the banks were supposed to make short term loans to the
traders only. The banks now not only make short term loans to the formers,
traders, industrialist etc. But also invest in a wide variety of long term
earning assets.
The commercial banks also undertake and execute trust, deal in stock,
shares and debentures, issue guaranties and indemnities underwrite and sell
new securities, and deal in foreign exchange etc.
2.3.2 Banking in Pakistan
At the time of independence there were 487 offices of schedules banks if
Pakistan. However the banks including those having their registered offices
in Pakistan, transferred them to India. By 30th time June 1948 the no offices
of scheduled banks in Pakistan declined from 487 to only 195
There were 19 non Indian foreign banks with the status of small branches
office while there were only 2 Pakistan bank i.e. Habib Bank and Australian
Bank.
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HABIB BANK LIMITED
(HBL)
Company Introduction:
HBL plays a central role in Pakistan's financial and economic development. It
has come a long way from its modest beginnings in Bombay in 1941 when it
commenced operations with a fixed capital of 25,000 rupees.
Company Description:
HABIB BANK LIMITED not only has made investment in industry but also in
small-scale industry but also in small-scale industry as well. HABIB BANK
LIMITED has efficient & less bureaucratic setup.
History of the Company:
HBL was the first Muslim Bank in the Subcontinent. Habib Bank is the
premier and the oldest bank in the country. Impressed by its initial
performance, Quaid-e-Azam Mohammed Ali Jinnah asked the Bank to move
its operations to Karachi after the creation of Pakistan. HBL established itself
in the Quaid's city in 1943 and became a symbol of pride and progress for
the people of Pakistan.
Operational Structure:
Habib Bank has been a pioneer in providing innovative banking services.
These have included the installation of the first mainframe computer in
Pakistan followed by the first ATM and more recently, internet banking
facilities in all our 1425 domestic branches.
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UNITED BANK LIMTED
(UBL)
Company Introduction:
UBL was set up in 1959 and is today one of Pakistan's major banks in terms
of deposits and advances with a huge domestic and international network.
Its salient features are:
Company Description:
UBL is a Banking Company, which is engaged in Commercial & Retail
Banking and related services domestically and overseas.
History of the Company:
UBL was established in 1959 and is one of the major commercial banks of
Pakistan. The Bank is making every effort to meet the up-coming challenges
through strategic planning and making the best use of the resources at its
command. A professional team was appointed in mid 1997 to restructure the
bank and to commence rightsizing. The management is also in the process of
rationalizing the branch network and identifying and recovering its doubtful
and classified portfolio. It has planned to institute major improvements in
customer services and internal systems to improve efficiency. It also intends
to launch innovative products. The bank is increasing resource mobilization
through regular deposit campaigns and accelerating the process of recovery
of outstanding advances and non-performing assets.
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Operational Structure:
UBL operates 1375 domestic and a subsidiary viz. United Executors and
Trustees Company Ltd. as on 30.06.2000. It has 20 overseas branches
situated in the UK, USA, UAE, Yemen, Bahrain and Qatar. It also operates one
offshore branch in the Export Processing Zone, Karachi and it has
representative offices in Cairo-Egypt and Tehran-Iran. It also has a joint
venture – Oman United Exchange Co., Oman Muscat and a subsidiary –
United Bank A.G. Zurich, Switzerland set up in 1968. It has 21 ATMs with 8 in
the UAE, 3 in Bahrain, 1 in Doha, 7 in Islamabad and 2 in Karachi.
Domestic and International Network
Major Local Market Presence: UBL is one of the largest commercial
banks in Pakistan representing approximately 09% of the deposits of
the banking sector.
A Household Name: UBL's brand name is well established. It has an
extensive domestic network of 1,375 branches reaching virtually every
segment of the Pakistani economy.
A Full Service Bank: UBL provides its customers a complete range of
banking products and services including retail banking, corporate and
institutional banking, trade finance and consumer finance.
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 43
Saudi-Pak Commercial Bank (Silk Bank)
Company Introduction:
Saudi Pak Bank now known as Silk Bank activated its commercial banking in
1992 in Pakistan. During 1993, two more business divisions i.e. Corporate Banking
and Financial Services were added.
Company Description:
Saudi Pak Bank is the vision of a group of Pakistani professionals with
extensive domestic and international banking and finance experience. Some
of the foreign investors belong to a highly regarded, very sizeable and well
diversified business group of Saudi Arabia.
History of the Company:
On July 3rd, 1916 a deal for purchase of land was executed between Graham
property through its attorneys and Messrs Cox & Co. The lease was executed
between Indian Premises Company Ltd & Cox & Co. on April 1st, 1921 for a
period of 50 years ending March 31, 1971. The building construction was
completed in March 1922. The building was built with Jodhpur stone and
thickness of the wall is around two feet. The building is well maintained and
keeping in view the history and its design, this building was brought under
the rule of Sindh Heritage Ordinance by Government of Sindh in 1988. Under
the Heritage rules, no changes are permitted at the exterior of the building.
This building was purchased by Saudi Pak Commercial Bank Limited in 2002.
The central office of the bank, the regional office South and the main branch
Karachi will be housed in the premises.
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Operational Structure:
The branch network was expanded during the year through addition of eight
branches increasing the network to twenty eight branches. The
refurbishment work was completed in a number of branches to give them
Saudi Pak identity and a friendly and service oriented look. During the year
three branches were completely renovated while another three branches
were shifted to new locations.
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 45
3. Chapter
METHODOLOGY
3.1 Purpose of the Study
The purpose of the study was to identify factors which play important role in
job design so that it could best motivate the employees and in return they
give best performance. The following factors of job design, motivation and
performance were the subject of study:
Job content
Job functions
Working relationships with other employees
Job rotation
Job enlargement
Job enrichment
Rating scales
Management by objectives (MBO)
Peer or team evaluation
3.2 Objectives
This study was an effort to find out the impact of employee motivating
factors while job designing in order to enhance job performance in the
banking sector. This study countered following objectives:
Technical Feasibility: The job must not be beyond the reasonable
limits of the worker’s skills and mental endurance.
Economic Feasibility: The worker’s compensation and the cost of
concomitant equipment and appropriate work environment must be
reasonable. The job should foster a positive worker attitude by
providing intrinsic rewards.
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3.3 Null Hypothesis
Ho1: Job design and employee performance has strong relation with
each other
Ho2: Job design and motivation have a relation with each other.
Alternative/Research Hypothesis
Ho1: Motivated employees are high performer.
3.4 Data Collection and Analysis
3.4.1 Methodology
Research is a systematic method of finding solutions to problems. It is
essentially an investigation, a recording and an analysis of evidence for the
purpose of gaining knowledge. According to Clifford woody, “research
comprises of defining and redefining problem, formulating hypothesis or
suggested solutions, collecting, organizing and evaluating data, reaching
conclusions, testing conclusions to determine whether they fit the
formulated hypothesis”.
3.4.2 Design
We used both qualitative and quantitative methodology in data collection
and data analysis.
3.4.3 Population
The population of our research project was all employees of banking sector
in Pakistan performing their jobs at different designations at middle level.
However sample was taken from the following banks by their branches
situated in various areas of Lahore i.e.
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United Bank Limited (UBL)
Habib Bank Limited (HBL)
Saudi-Pak Bank (Silk bank)
3.3.4 Sample SizeSample of 50 respondents was obtained from each bank and they were 150
respondents in total.
3.3.5 SamplingThe procedure adopted in the present study was convenience sampling.
3.3.6 Data Collection:
A. Sources:
There were two sources of data collection:
Documents
Surveys
B. Research Tool
The tools we used in our research process were:
Documents
Hierarchy
Job Description
Job Specification
Recruitment form
KPI
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TAT
Surveys
We collected data thorough questionnaire.
C. Data Collection Strategy
Following was the data collection strategy for our research:
a. Questionnaire
A well defined questionnaire that was used, effectively gathered
information on both overall performance of the test system as well
as information on specific components of the system.
b. Nature of Questions Asked
The questionnaire consisted of open ended, dichotomous, rating
and ranking questions.
c. Variables of the Study
The direct variables of the study were job design, employee
motivation and performance.
Indirect variables were the Job content, Job functions, Working
relationships with other employees, Job rotation, Job enlargement,
Job enrichment, Rating scales, Management by objectives (MBO),
Peer or team evaluations, incentives, interpersonal relations, career
development opportunities and performance appraisal system.
d. Presentation of Data
The data has been presented through charts and tables.
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3.3.7 Data AnalysisThe survey analyzed quantitatively, while interpretive analysis was used to
analyze and examine further data in the research. Appropriate qualitative
methodology, coding, memoing and graphic representation were used and
the research report was written in narrative form. Correlation was used to
test the hypothesis and draw inferences.
3.3.8 LIMITATIONS OF STUDYHowever we tried our best in collecting the relevant information for our
research report, yet there are always some problems faced by the
researcher. The prime difficulties which we faced in collection of information
are discussed below:
1. Short time period: The time period for carrying out the research was
short as a result of which many facts have been left unexplored.
2. Lack of resources: Lack of time and other resources as it was not
possible to conduct survey at large level.
3. Small no. of respondents: Only 150 respondents have been chosen
which is a small number, to represent whole of the population
4. Unwillingness of respondents: While collection of the data many
employees were unwilling to fill the questionnaire. Respondents were
having a feeling of wastage of time for them.
5. Small area for research: The area for study was only three banks
located in Lahore, which is quite a small area to represent job
satisfaction level of whole of the population.
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3.3.9 EthicsAs MBA students, we were engaged in management research that added
to the body of knowledge in our discipline. We are aware that our work
will build on the shoulders of those who went before us – and in turn
others will build on our work. We have tried our best to meet professional,
institutional and social standards for conducting research.
Informed-consent rule: All three of us voluntarily participated in the
research with full knowledge of relevant risks and benefits
Confidentiality and privacy: Upholding individuals' rights to
confidentiality and privacy is a central tenet of every research work.
During research we interviewed different employees of the three banks.
We devised different ways to ask whether participants were willing to talk
about sensitive topics (like their salary, family e.t.c) without putting them
in awkward situations. We provided a set of increasingly detailed
interview questions so that employees could stop if they felt
uncomfortable.
While obtaining different confidential documents from the banks (like
their evaluation and appraisal forms), we gave them information about
how their data will be used, what will be done with their documents and
audio recordings, and secured their consent.
Limits of the Internet: As a great part of our research was conducted
through internet, we were very cautious when exchanging confidential
information electronically. This is because we were aware of the
limitations of internet that it might be possible for others to tap into data
that we thought was properly protected.
Intellectual Property Right: The articles that we used in the literature
review section of our thesis are the ones that have previously been
published and that have been given the copyright by the publisher.
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 51
4. Chapter
DATA ANALYSIS
4.1 Data AnalysisFor data analysis we conducted questionnaire surveys. Our questionnaire
consisted of 20 questions which were filled in by employees of three banks.
Sample size of 150 was taken, 50 employees from each bank. Banks that we
selected were HBL, MCB and Saudi Pak as it has been mentioned earlier.
4.2 Data Analysis ResultsThe results were gathered from 150 questionnaires distributed in different
banks. The results from employee survey are shown in tabulation and
graphical method as under:
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1. I am satisfied with the benefits (Health insurance, life insurance, etc.) I get from the bank
Agree 31 31/150x100 = 20.66667%
Disagree 79 79/150x100 = 52.6667%
Undecided 3 3/150x100 = 2%
Strongly agree 10 10/150x100 = 6.66667%
Strongly Disagree 27 27/150x100 = 18%
Total 150 100%
Question one is about the satisfaction of employees from the benefits they
get. From the above result we analyze that total 53% of employees are
dissatisfied with the benefits, while only 28% are satisfied which is a very low
ratio and 2% have no decision.
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2. I feel that my job is secured one
Agree 59 59/150x100 = 39.3333%
Disagree 13 13/150x100 = 8.66667%
Undecided 29 29/150x100 = 19.33333%
Strongly agree 47 47/150x100 = 31.33333%
Strongly Disagree 2 2/150x100 = 1.33333%
Total 150 100%
Question two is about the job security. From the above result we analyze
that total 39% of the employees are confident about their job security and a
minor percentage o employees disagree with it while some couldn’t come up
with a decision.
39%
9%19%
31%
1%0%10%20%30%40%50%60%70%80%90%100%
Agree Disagree Undecided Strongly Agree Strongly Disagree
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3. My job does not create any physical aliments
Agree 96 96/150x100 = 64%
Disagree 21 21/150x100 = 14%
Undecided 14 14/150x100 = 9.33333%
Strongly agree 13 13/150x100 = 8.66667%
Strongly Disagree 6 6/150x100 = 4%
Total 150 100%
Question three is about the physical aliments like stress, hypertension, pain
etc which an employee can experience because of routine work. Results
show that total 72% of employees are agreed that their jobs do not create
any physical aliment, while total 18% are disagreed and 9% are confused.
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4. There is a clear and effective system of appraisal and career development
Agree 72 72/150x100 = 48%
Disagree 19 19/150x100 = 12.66667%
Undecided 22 22/150x100 = 14.66667%
Strongly agree 21 21/150x100 = 14%
Strongly Disagree 16 16/150x100 = 10.66667%
Total 150 100%
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Question four is about the clear and effective system for career growth and
total 64% of employees are agreed upon, while total 24% are disagreed and
15% couldn’t decide it.
5. I would recommend my organization to others as a great place to work
Agree 51 51/150x100 = 34%
Disagree 24 24/150x100 = 16%
Undecided 19 19/150x100 = 12.66667%
Strongly agree 39 39/150x100 = 26%
Strongly Disagree 17 17/150x100 = 11.33333%
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 57
Total 150 100%
Question five is about the work place experience of employees and total 50%
of employees are agreed to recommend their organization as a great work
place, but 13% couldn’t make decision while total 27% are disagreed.
6. I feel like continuing to work in my organization for the foreseeable future
Agree 31 31/150x100 = 20.66667%
Disagree 49 49/150x100 = 32.66667%
Undecided 36 36/150x100 = 24%
Strongly agree 14 14/150x100 =
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9.33333%
Strongly Disagree 20 20/150x100 = 13.33333%
Total 150 100%
Question six is about the future concerns of the employees. Result shows
that total 46% of employees wouldn’t want to continue with the current
organization, while total 30% wants to and 24% are confused.
7. I think there are some barriers that need to be eliminated to maximize my performance
Agree 66 66/150x100 = 44%
Disagree 14 14/150x100 =
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 59
9.33333%
Undecided 11 11/150x100 = 7.33333%
Strongly agree 48 48/150x100 = 32%
Strongly Disagree 11 11/150x100 = 7.33333%
Total 150 100%
Question seven is about the barriers that need to be eliminated for maximum
performance and the result shows total 76% of employees are agreed, while
total 16% are not and 7% couldn’t decide it.
8. I feel my performance is truly contributing to the well being of the organization
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Agree 71 71/150x100 = 47.33333%
Disagree 6 6/150x100 = 4%
Undecided 12 12/150x100 = 8%
Strongly agree 53 53/150x100 = 35.33333%
Strongly Disagree 8 8/150x100 = 5.33333%
Total 150 100%
Question eight is about reading the mindset of employees and result shows
that total 82% of employees think that their performance is contributing to
the well being of the organization, while 9% doesn’t think so and 4% are
confused.
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9. I feel adequate opportunity for periodic changes in duties
Agree 39 39/150x100 = 26%
Disagree 63 63/150x100 = 42%
Undecided 6 6/150x100 = 4%
Strongly agree 14 14/150x100 = 9.33333%
Strongly Disagree 28 28/150x100 = 18.66667%
Total 150 100%
Question nine is about the sufficient opportunities for periodic changes in
duties. Results shows that total 61% of employees are disagreed, 35% are
agreed and 4% couldn’t make decision. Periodic changes should be given.
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.
10. I can make changes to the tasks assigned to me
Agree 17 17/150x100 = 11.33333%
Disagree 89 89/150x100 = 59.33333%
Undecided 8 8/150x100 = 5.33333%
Strongly agree 9 9/150x100 = 6%
Strongly Disagree 27 27/150x100 = 18%
Total 150 100%
Question ten asks about the control of employees on their assigned tasks.
Result shows that total 77% of employees have no control to modify their
tasks and total 17% are agreed which is quite low, while 8% are doubtful.
Management should provide the employees certain level of control on their
handled tasks. Now the employees are starting to take on more and more
challenging projects with confidence. This leaves a manager to do what they
need to do -- manage. It also builds employee self esteem and confidence. A
confident employee is one who is easily motivated.
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11. I can use my own initiative to complete tasks that are not formally required as a part of my job
Agree 21 21/150x100 = 14%
Disagree 61 61/150x100 = 40.66667%
Undecided 26 26/150x100 = 17.33333%
Strongly agree 9 9/150x100 = 6%
Strongly Disagree 33 33/150x100 = 22%
Total 150 100%
Question eleven is asking about the level of involvement from the employees
and result shows that total 63% of employees are disagreed on getting such
level of involvement, while total 20% are agreed and 17% hadn’t decided it
yet. So, control on tasks can boost their level to such a point where
employees can use their own initiatives to complete the tasks.
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12. I am allowed to identify a variety of alternative solutions to organizational issues and problems
Agree 29 29/150x100 = 19.33333%
Disagree 67 67/150x100 = 44.66667%
Undecided 19 19/150x100 = 12.66667%
Strongly agree 16 16/150x100 = 10.66667%
Strongly Disagree 19 19/150x100 = 12.66667%
Total 150 100%
Question twelve is about the openness of organizations to new ideas. Result
shows that total 66% of employees are disagreed, while 29% are agreed and
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12% couldn’t decide it. Organizations should welcome new ideas and
solutions, it can really make employees confident and motivated.
13. I think my knowledge, skills and abilities are matching job’s requirement
Agree 71 71/150x100 = 47.33333%
Disagree 46 46/150x100 = 30.66667%
Undecided 10 10/150x100 = 6.66667%
Strongly agree 19 19/150x100 = 12.66667%
Strongly Disagree 4 4/150x100 = 2.66667%
Total 150 100%
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Question thirteen is KSA analysis o employees and result shows that total
60% of employees think that their job fits them, while total 32% are
disagreed and 7% couldn’t come up with a decision. Right person at the right
position is very necessary for the maximum performance. Manager can
motivate his employees by assigning them tasks that they are best suited
for. Everyone one has a unique set of skills and talents. These skills and
talents are a huge resource for a savvy manager. By accentuating your
employee’s strong points you make them feel good, and they are motivated
because they can accomplish tasks best suited for them.
14. I feel satisfied with the hours worked each week
Agree 34 34/150x100 = 22.66667%
Disagree 57 57/150x100 = 38%
Undecided 9 9/150x100 = 6%
Strongly agree 11 11/150x100 = 7.33333%
Strongly Disagree 39 39/150x100 = 26%
Total 150 100%
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Question fourteen is about the working hours and result shows that total
64% of employees don’t feel satisfied, while 30% feel so and 6% couldn’t
come up to a decision. Workload is the main factor of the performance, if
employees are overburdened, they can't increase their productivity. Analyze
the team’s strength as well as individual’s strength before assigning
workloads.
15. I feel Flexibility in my scheduling
Agree 21 21/150x100 = 14%
Disagree 61 61/150x100 = 40.66667%
Undecided 10 10/150x100 = 6.66667%
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Strongly agree 19 19/150x100 = 12.66667%
Strongly Disagree 39 39/150x100 = 26%
Total 150 100%
Question fifteen is about the flexibility in schedule. Result shows that 67%
are disagreed, means they have a strict cyclic schedule, while 27% have
flexibility and 7% didn’t decide. Strict cyclic schedules can make employees
dull, so flexibility and change in schedule can make them fresh and can
enhance their performance.
16. I am satisfied with the location of work
Agree 59 59/150x100 = 39.33333%
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 69
Disagree 31 31/150x100 = 20.66667%
Undecided 18 18/150x100 = 12%
Strongly agree 29 29/150x100 = 19.33333%
Strongly Disagree 13 13/150x100 = 8.66667%
Total 150 100%
Question sixteen is about the satisfaction of an employee from his/her work
location. Result shows that total 58% of employees are satisfied from the
locality of work, while total 30% are disagreed and 12% couldn’t come up
with a decision. If employee's workplace is comfortable like it is a good area
or area near to his house, he will feel very comfortable with the tasks.
17. I am satisfied with the amount of paid vacation time/sick leave
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 70
offered
Agree 19 19/150x100 = 12.66667%
Disagree 59 59/150x100 = 39.33333%
Undecided 4 4/150x100 = 2.66667%
Strongly agree 20 20/150x100 = 13.33333%
Strongly Disagree 48 48/150x100 = 32%
Total 150 100%
Question seventeen is about the fringe benefits. Result shows that total 71%
are dissatisfied with the benefits they are getting from their organizations,
while total 26% are satisfied and 3% are undecided.
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18. My job description is clear
Agree 59 59/150x100 = 39.33333%
Disagree 36 36/150x100 = 24%
Undecided 8 8/150x100 = 5.33333%
Strongly agree 36 36/150x100 = 24%
Strongly Disagree 11 11/150x100 = 7.33333%
Total 150 100%
Question eighteen is about the clarity of the job description and total 63% of
employees are agreed, while 31% are disagreed and 5% are confused.
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19. I have the capability to achieve the targets in time
Agree 58 58/150x100 = 38.66667%
Disagree 18 18/150x100 = 12%
Undecided 19 19/150x100 = 12.66667%
Strongly agree 39 39/150x100 = 26%
Strongly Disagree 16 16/150x100 = 10.66667%
Total 150 100%
Question nineteen asks about the ability of an employee to manage work.
Result shows that total 63% of employees are agreed on the suitable
timelines of targets, while total 23% are disagreed and 13% are confused.
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20. I have Variety of job responsibilities
Agree 63 63/150x100 = 42%
Disagree 19 19/150x100 = 12.66667%
Undecided 7 7/150x100 = 4.66667%
Strongly agree 46 46/150x100 = 30.66667%
Strongly Disagree 15 15/150x100 = 10%
Total 150 100%
Question twenty is about the roles of employee and result shows that total
53% of employees are agreed on the variety of roles they play as the
responsibilities, while 23% are disagreed and 5% couldn’t come up with a
decision.
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4.3 Findings
Employees are not completely satisfied with their job although their
salary is good enough.
Employees are not getting value to their work.
Most of employees think that they are not on their actual path.
There is negative comparison between peers especially regarding
targets.
They often feel overworked.
Most of them satisfied to the working location of their work.
Employees need frequent opportunities for periodic changes in their
duties.
Salaries are given on individual basis but the company should adopt
the policy of performance base salary system.
The performance appraisal has been done on traditional basis in many
banks.(yearly basis)
There is no proper job rotation in most of the banks in Pakistan.
Some time the working time exceeds the limits of twelve hours.
Most of the employees do not feel flexibility in their schedules.
Some of the employees think that their knowledge, skills and abilities
are not matching job’s requirement.
Most of the employees facing empowerment issues. They think they
are not allowed to identify a variety of alternative solutions to
organizational issues and problems.
Most of the employees think there are some barriers that need to be
eliminated to maximize performance.
People are best motivated when they are working toward personally
meaningful goals whose attainment requires activity at a continuously
optimal (intermediate) level of difficulty.
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Providing pleasurable rewards creates eager and productive people.
Appeal to people’s selfish nature. Give them the opportunity to earn
more for themselves by earning more for you.
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5. Chapter
5.1 Conclusion
In this research thesis we have looked at different variables of job, job
design, employee motivation, job performance and their impact on banking
industry of Pakistan. We have considered social as well as psychological
needs of job holders in our research. Although there is now much greater
awareness of these aspects, those responsible for designing systems are
often forced to operate within narrow parameters.
The challenge facing managers now and in future is that of employing new
technology with all its opportunities in ways which don’t meet the
organization’s need but also the expectations and aspirations of employees.
In order to achieve this more effectively there is the need to further develop
these approaches to job and work organization design which facilitates these
broader criteria being incorporated into the design process as well as the
tools with which to achieve the task.
There are various approaches that allow management to design jobs for
employee motivation, increased productivity and future growth. In order for
the job design to be effective, management needs to look at what aspects of
the jobs are important and better fit the organizational goals. Thus, one of
the major purposes of job design is to be able to discuss what is needed from
the job and the employees. It is of current interest in establishing a link
between human resource management (HRM) or high involvement practices
and organizational performance with an increase in intrinsic motivation.
The implication of the model finally leads to the positive affective state of
“flow” (Csikszentmihalyi, 1990), which is experienced by an individual in
certain situations. It is the total attention and psychic energy devoted to the
task in hand, and feelings of exhilaration, comfort and energy. An individual
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experiences this state when there is a match between an individual's
perceived skills and tasks. Thus, effective job design has become one of the
salient aspects of human resource management and organizational behavior
so as to survive in the global workplace (see Figure 4).
Thus, we can conclude that changes in the business environment profoundly
affect organizations and the people working within them. The proposal has
been made in the belief that we will be able to build a systematic, symbiotic,
task-induced, and high performance environment.
Job design is a tool for helping to motivate and challenge employees. Like all
other motivational tools, it fails to provide a magical answer for all
employees in all situations. Nevertheless, inattention to job analysis, job
design, job enrichment and work scheduling means that motivation problems
will be created that need not be created.
Employees at banking sector are likely to appreciate an employer’s efforts to
make their jobs as motivational and challenging as feasible. Many employees
will welcome the opportunity to help improve their jobs. They will see the
benefits for themselves and for the business.
Traditional jobs can be changed. An employer’s imagination and creativity
applied to job design have the potential to yield impressive results and
create a maximum and desired job performance.
There are various approaches that allow management to design jobs for
employee motivation, increased productivity and future growth. In order for
the job design to be effective, management needs to look at what aspects of
the jobs are important and better fit the organizational goals. Thus, one of
the major purposes of job design is to be able to discuss what is needed from
the job and the employees. It is of current interest in establishing a link
between human resource management (HRM) or high involvement practices
and organizational performance with an increase in intrinsic motivation.
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The use of available resources and available technology along with various
training programs will definitely lead to increased productivity and increased
levels of motivation at individual level, group level, and social level. Also,
considering the labour market on the basis of variable-pay programs and
flexible schedules will definitely lead to heightened motivation and
productivity, which in return leads to the creation of social capital, assisting
in meeting the structural, relational, and cognitive demands of the
organization.
Designing jobs under consideration of internal organizational factors, it can
be seen that following appropriate management strategies will help in the
creation of opportunities for career development, skill acquisition and
creativity for employees. Performance evaluations will help employees to
know their levels of motivation and make efforts to improve them. Moreover,
designing jobs ergonomically will help in the creation of safe working
conditions, avoiding musculoskeletal injuries and awkward postures. In other
words, the involvement of anatomy, physiology, and psychology in designing
jobs ergonomically will lead to high performance and reduced levels of stress
in employees.
In other words, appropriate job design will lead to proactive performance and
finally to learning and developing nations.
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5.2 Recommendations
After completing the analysis and interpretation we have suggested following
recommendations to the employers of banking industry of Pakistan so that
they could be able to design such a job which increases employee motivation
and enhances their performance:
Flexible work arrangements
Training and other professional growth opportunities
Opportunities to use one's talents and to be creative
Opportunities to take responsibility and direct one's own work
A stable, secure work environment that includes job security/continuity
An environment in which workers are supported by an accessible
supervisor who provides timely feedback as well as congenial team
members
Flexible benefits, such as child-care and exercise facilities
Up-to-date technology
Competitive salary and opportunities for promotion
Make a job more challenging by making it more difficult. The job may
be made more difficult, for example, by including more problem-
solving, increasing the number of people with whom cooperation is
necessary, increasing the complexity of tasks included in the job and
providing less specific directions and rule:
Assign challenging new tasks that the employee must learn to do
through self study, off-site training, on-the-job training,
experimentation and/or contact with others who have the necessary
expertise.
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Delegate responsibility and authority to an employee. Some examples
include delegated responsibility and authority to: improve a part of the
business like resolve a specific problem such as employee turnover or
gather the necessary information for determining the best alternative.
Provide the employee with performance reports about enterprises or
major cost categories and ask that he or she provide analysis and
suggestion on how to improve performance.
Given worker more latitude in deciding about such things as work
method, sequences and pace or by letting them make decisions about
accepting or rejecting materials.
Giving workers a feeling of personal responsibility for their tasks.
Taking steps to make sure that people can see how their tasks
contribute to a finished products and the welfare of the enterprises.
Giving people feedback on their job performance preferable before
their supervisors get in and
Involving workers in analysis and change of physical aspects of the
worker environment such as lay out of office or plant, temperature,
lighting and cleanliness.
Think about the personal stake of others. What do they need? By
understanding this you’ll be able to keep people happy and productive.
No one likes to work with someone standing over their shoulder. Focus
on outcomes — make it clear what you want and cut people loose to
get it done on their own. Give them a bit space.
People are happy when they’re progressing towards a goal. Give them
the opportunity to face new and difficult problems and they’ll be more
enthusiastic.
Don’t expect everyone to do things your way. Allowing people to be
creative creates a more optimistic environment and can lead to
awesome new ideas.
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Give people the opportunity to advance. Let them know that hard work
will pay off.
Mix it up. Don’t ask people to do the same boring tasks all the time. A
stimulating environment creates enthusiasm and the opportunity for
“big picture” thinking.
Many people are most productive right before a big deadline. They also
have a hard time focusing until that deadline is looming overhead. This
can be used as an advantage by the management by setting up a
series of mini-deadlines building up to an end result.
5.3 Model of Job Design for Employees in Banking
Sector
By undertaking above data we analyzed different approaches of job design
for the employees in banking sector of Pakistan. While defining set criteria
for job design we not only assessed job design approaches but different
authors in the field of HR but also the results which we have fetched from
questionnaire.
Job design approaches helped us in identifying specific different variables
required for job design and results from questionnaire provide us with
information that what actually employees need in real time to excel efforts to
their best.
Below is the job design process which we would like to suggest to the
employers of the banking sector of Pakistan.
Attention will be given specifically to the psychological needs of workers and
how they may be met. The technical aspects of design in which the normal
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techniques of industrial engineering and organization and methods are
employed will not be considered here.
5.3.1 First StepThe first step in the design process is to specify the design principles to be
applied in the particular situation. This first step requires those responsible
for the design to form a view about the
skills,
abilities,
needs and
Motivation of job incumbents.
The simple questionnaire tool can be used to elicit the views held by the
members of the design team and help in formulating an acceptable model of
human behavior.
The particular results shown could be collected from a project group charged
with designing/ redesigning a new/ existing facility in a company. The team
could comprise members of management and supervision. At the design
stage no operatives had been recruited.
5.3.2 Second StepThe next stage involved completing the questionnaire. The result, should be,
agreement over the principles to be applied in the design of jobs and work
organization in a particular situation.
The concept of minimum critical specification of jobs to tasks in the design of
group activity should be used. This approach enables the group to make
decisions about the methods and organization of work.
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Along with this there should be an examination of sources of performance
variation in the work system and a questioning of who should be responsible
for monitoring and regulating the system.
A process defects analysis can assist in this process. In carrying out this
analysis the stages in the process have to be identified initially. Then sources
of variances are listed relating to each stage. The relationships of sources of
possible variances to problems at later stages in the process can be shown in
the matrix form.
Process defects analysis can identify the problems introduced in one stage of
a work process flow can have an impact on the operations at later stages.
Those involved in compiling the analysis chart considerably improve their
understanding of the total process. This, however, would be a secondary
benefit of the chart.
The main benefit came about through rethinking the allocation of
responsibilities and the steps taken to make the process/ system more
responsive, thereby reducing losses.
In the design process we have now looked at means for deciding the criteria
to be adopted in designing jobs and work organization. We have also seen a
method for identifying key decisions in the operation of the work system.
5.3.3 Final StepFinally, a means for comparing alternative job and work organization designs
is presented. This is in the form of a checklist which covers the areas of work
content,
work organization,
working conditions,
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social opportunities and
Career opportunities.
The method is illustrated in the Analysis of Job Design and Work Structure
proforma. If the work in this section of this organization is expected to
change, then the job design / work organization project team would use the
analysis proforma.
This would then form the basis of a discussion document for the project team
and for consideration of feasible alternatives.
An analysis of the proposed jobs or those to be redesigned can be carried
out, so as to form a basis for discussion with the project team and later
consideration of feasible alternatives.
The design team now has a method for looking at broader aspects of the job
beyond those normally considered in financial appraisals. They are in a
better position to consider the implications on and for employee motivation
of the proposed changes as well as considering other options.
Example of CRO of HBL
Change in banking system and size of operations is affecting the duties,
responsibilities of job. Here is an example of Customer Representative
Officer (CRO) of HBL:
First Step
All customer service representatives in HBL interact with customers to
provide information in response to inquiries about products or services
and to handle and resolve complaints. Some customer service
representatives handle general questions and complaints, whereas
others specialize in a particular area.
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Many customer inquiries at HBL involve routine questions and
requests. In some cases, customer service representatives are
required to follow up with an individual customer until a question is
answered or an issue is resolved.
Customer service representatives at HBL help people decide what
types of products or services would best suit their needs.
They keep records of transactions and update and maintain databases
of information.
Customer service representatives of HBL use computers and
telephones extensively in their work. However, at times, the customer
service representative must transfer a call to someone who may be
better able to respond to the customers’ needs.
Banks are crowded and noisy, and work is repetitious and stressful for
CRO at HBL, with little time between calls. Also, long periods spent
sitting, typing, or looking at a computer screen may cause eye and
muscle strain, backaches, headaches, and repetitive motion injuries.
Second Step
On the basis of above information, following information regarding CROs
of HBL is gathered:
Skills:
Excellent communication skills (both oral and written)
Excellent customer service skills
Detail Oriented
listening skills
interpersonal,
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 87
Abilities:
calm,
active,
spontaneous,
Goal oriented.
Team Player
organize and plan effectively
Proficient in MS Office and other Windows based software
Friendly and courteous demeanor
work in a fast paced environment
Needs:
Appropriate environment
Challenging work
Personal growth and development
Recognition
Interaction and affiliation
Independence
Job security
Fairness
Motivation of job incumbents:
Proper compensation,
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 88
Timely job performance evaluation,
Career growth.
Final Step
Work Organization
HBL Iqbal Town Branch- Lahore - Pakistan
Working Conditions
Hours: 9:00 a.m- 5:00 p.m
Work Environment
Branch office jobs, particularly teller positions, require continual
communication with customers, repetitive tasks, and a high level of
attention to security. Tellers also work for long periods in a confined
space.
Social Opportunities
Equal opportunity for CRO and does not discriminate on grounds of
gender, disability, color, age, race or ethnicity, or marital, social,
religious or HIV status;
Provides the safest and healthiest possible workplaces, recognizing its
responsibility to ensure all reasonable precautions are taken to protect
human health and the environment
Compensates CROS’ at a level to enable them to meet at least their
basic needs, and complies with relevant equal pay and working hours
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 89
directives. It provides relevant training and opportunities for CROs’,
and endeavors to assist them to achieve a work-life balance.
Career Opportunities
Officer Grade III
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 90
Bibliography
During our research, we used the following sources for collecting information:
Books:
Robert N. Lussier. (2000).Human Relations in Organizations:
Applications and Skill Building (5th Ed.). NY: McGraw-Hill
Don Hellriegel; Slocum John W. Jr and Richard. W. Woodman (2001).
Organizational Behavior. (9th Ed.) South Western Educational Publishing
Michael. R. Carrel; Daniel. F. Jennings and Christina Heavrin. (1997).
Fundamentals of Organizational Behavior (International Edition).
Prentice Hall International, Inc.
Harry R. Knudson; C. Patrick Fleenor and Robert E. Callahan. (1986).
Understanding Organizational Behavior: A managerial viewpoint.
Columbus, Ohio: C.E. Merrill Pub. Co.
Lyman Porter;Gregory Bigley and Richard M Steers. (2003). Motivation
and work behavior. (7th Ed.). McGraw-Hill/Irwin.
Joseph. J. Martocchio. (2004). Strategic Compensation: A Human
Resource Management Approach. (3rd Ed.). Pearson Education.
Jerald Greenberg and Robert.A.Baron. (1995). Behavior in
Organizations, (5th Ed.). Prentice Hall of India Private Ltd.
Thomas. S. Bateman and Scott. A. Snell (2002). Management:
Competing in the New Era. (5th Ed.)
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 91
Debra. L. Nelson & James Campbell Quick (2000) Organizational Behavior:
Foundations, Realities & Challenges (3rd Edition) Taunton, MA South Western
College Publishing
Stephen p. Robins; Timothy A. Judge & Seema Sanghi (2009) Organizational
Behavior: (13th Edition) Pearson Prentice Hall; An Imprint of Pearson Education
Internet sites:
History of Banks: http://en.wikipedia.org/wiki/Bank
Habib Bank Limited (HBL): http://www.habibbankltd.com/
United Bank Limited (UBL): http://www.ubl.com.pk/
Saudi Pak Bank: http://www.saudipakbank.com/
www.google.com
http://en.wikipedia.org/wiki/Organizational_behavior
http://en.wikipedia.org/wiki/Motivation
www.pickthebrain.com/blog/21-proven-motivation-tactics/
honolulu.hawaii.edu/intranet/committees/FacDevCom/guidebk/teachtip/
motivate.htm –
www.accel-team.com/motivation/index.html
www.businessdictionary.com/definition/job-design.html
www.accel-team.com/work_design/wd_02.html
http://en.wikipedia.org/wiki/Job_design
http://www.jobaccess.gov.au/JOAC/Employers/Recruiting_new_staff/
The_recruitment_process/Job_description_and_desig.htm
http://www.openlearningworld.com
http://unjobs.org/tags/job-design
http://ezinearticles.com/?Job-Performance-and-Satisfaction&id=290072
www.usa.edu.pk/Web/Publications/PDF/Occupational%20stress%20and%20Job
%20Performance
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 92
Appendices
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 93
QUESTIONNAIRE
We are students of University of Central Punjab. The topic of our research thesis is “Job Design with Respect to Employee Motivation and Job Performance.” The information provided by you would be highly confidential and would be used only for academic purpose. Thanking to you in anticipation of a favorable request. Thanks!
Personal Background
1. Age :2. Gender : Male Female3. Marital Status : Single Married
Divorced4. Educational Qualification :5. How many years are you working in the organization? :6. Monthly salary (Rs.) : 10,000-15,000 15,000-20,000
20,000-25,000 Above 25,0007. Number of dependents in your family : 3 / 4 / 5 and above
8. You live in : Home provided by Bank/Self Accommodation/Rented/home loan
9. Working hours of Bank :
Rating Your Job Design
A = Agree DA = DisagreeUD = UndecidedSA = Strongly agreeSDA = Strongly Disagree
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 94
1. I am satisfied with the benefits (Health insurance, life insurance, etc.) I get from the bank
A DA UD SA SDA
2. I feel that my job is secured one.
A DA UD SA SDA
3. My job does not create any physical aliments.
A DA UD SA SDA
4. There is a clear and effective system of appraisal and career development
A DA UD SA SDA
5. I would recommend my organization to others as a great place to work.
A DA UD SA SDA
6. I feel like continuing to work in my organization for the foreseeable future.
A DA UD SA SDA
7. I think there are some barriers that need to be eliminated to maximize my performance.
A DA UD SA SDA
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 95
8. I feel my performance is truly contributing to the well being of the organization.
A DA UD SA SDA
9. I feel adequate opportunity for periodic changes in duties.
A DA UD SA SDA
10. I can make changes to the tasks assigned to me.
A DA UD SA SDA
11. I can use my own initiative to complete tasks that are not formally required as a part of my job.
A DA UD SA SDA
12. I am allowed to identify a variety of alternative solutions to organizational issues and problems.
A DA UD SA SDA
13. I think my knowledge, skills and abilities are matching job’s requirement.
A DA UD SA SDA
14. I feel satisfied with the hours worked each week
A DA UD SA SDA
15. I feel Flexibility in my scheduling.
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 96
A DA UD SA SDA
16. I am satisfied with the location of work.
A DA UD SA SDA
17. I am satisfied with the amount of paid vacation time/sick leave offered.
A DA UD SA SDA
18. My job description is clear.
A DA UD SA SDA
19. I have the capability to achieve the targets in time.
A DA UD SA SDA
20. I have Variety of job responsibilities.
A DA UD SA SDA
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 97
Job Design w.r.t Employee Motivation and Job Performance(Pakistan’s Banking Industry) Page 98