Year 2011-2012
Job Design & its Impact on Building Organizational Structure (Case study: universities in the private sector)
Mouhammad Fallah
Submits as part of BS in Business Adminstration Supervision by: Dr. Sadek Nosirat
Table of Content
Abstract
Section 1 : Methodology of the Research ………….3,4
Section 2 : Job Design and Organizational O rganizational Structure Structure
Topic 1 Job Design o
The Concept of Job Design…………………………...5
o
The objective of Job Design and Analysis ……....6
o
Important Factors in Job Design………………………7
o
Stages of Job Design ………………………………….7,8
o
Benefits of Job Description……………………………9
o
Future Trends in Job Design ………………………...9
o
Tips for Job Design………………………………………..10,11
Topic 2 Organizational Structure o
The concept of Organizational Structure ……………….13
o
Organizational Structure Design …………………………….14
o
Objectives from Organizational Organizational Structure…………… Structure……………...15 ...15
o
Stages of Building Organizational Structure ……………16
o
Organizational Structure Dimensions……………………..16
o
Characteristics of Organizational structure ……………. 17
o
Modern Organization Theories………………………18
Section 3 : Data Analysis (Field Study).........19______38 Study).........19______38
Conclusion…………………………………39
Recommendations ………………40
References ………………..41
Questionnaire………..42,43
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Table of Content
Abstract
Section 1 : Methodology of the Research ………….3,4
Section 2 : Job Design and Organizational O rganizational Structure Structure
Topic 1 Job Design o
The Concept of Job Design…………………………...5
o
The objective of Job Design and Analysis ……....6
o
Important Factors in Job Design………………………7
o
Stages of Job Design ………………………………….7,8
o
Benefits of Job Description……………………………9
o
Future Trends in Job Design ………………………...9
o
Tips for Job Design………………………………………..10,11
Topic 2 Organizational Structure o
The concept of Organizational Structure ……………….13
o
Organizational Structure Design …………………………….14
o
Objectives from Organizational Organizational Structure…………… Structure……………...15 ...15
o
Stages of Building Organizational Structure ……………16
o
Organizational Structure Dimensions……………………..16
o
Characteristics of Organizational structure ……………. 17
o
Modern Organization Theories………………………18
Section 3 : Data Analysis (Field Study).........19______38 Study).........19______38
Conclusion…………………………………39
Recommendations ………………40
References ………………..41
Questionnaire………..42,43
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Abstract
Job design is the most important function at the organizations, regardless of the interpretations differences of this concept, the aim of designing job is to maximize the efficiency of organization’s organization’s productivity in order to
continue with success. The concept represents a set of organized procedures inside the job which aim to establish the proper fit between employees and their work duties, this will improve the work conditions as well as maximizing productivity and shortening the time to achieve organization objective.
To perform a task , we must select the appropriate work methods and techniques among those available , that’s make job design significant , In addition , designing job incorporate the extent of employees responsibilities and commitment to achieve a given task .
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Section 1 Research Methodology Research Problem: Job design is used to link between job specification and candidates qualifications to raisin employee’s satisfaction and support the overall goals. Successful organizations are those that invest worker skills and relate them to the work and give workers the proper motivation and rewards to increase the job involvement in this correlated relation. The problem in this research is the inability of organizations to coordinate coordinate between job design, work, and the organization structure, besides falling in organizational and managerial mistakes that impact negatively on the organizational structure of the establishment.
The Importance: The importance of this research for organizations realized by the improvement and the rapid development of business world, changes and challenges in businesses keep changing rapidly which require designing, developing, and continually changing the institutional work in private and government sector in order to work in a better environment that is flexible, beside being able to work with variables withier inside or outside organization environment. Organizations that adapt to society and external environment can improve and establish the proper change in job design d esign which make the organization stronger against challenges and help in accomplishing goals. If proper job design is not implemented, organizations will fall beyond challenges and their existence may be finished under the strong competition among other organizations.
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The Objectives: 1- To show the effective impact of job design to organization competitiveness. 2- To show the relationship between job design and the success of organizational structure. 3- To explain how job design contribute in building the organizations’ competitive advantage. 4- To explain the relationship between job design and the level of good performance. 5- To show the ability to coordinate between job design and building the organizational structure.
Research Hypotheses:
Existed relationship with statistical references between job design and building organizational structure.
Existed relationship with statistical references between job design and the level of performance inside the organization.
Research Framework: Analytical description by reviewing studies and lectures that discusses job design and its impact on building organizational structure. The frame work will include theoretical concepts that are related to the research problem and then a practical study of IUST the International University for Science and Technology. Questionnaire and SPSS analytical statistics technique will be used to test the validity of the research hypotheses.
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Section 2 Job Design & Organizational Structure
Part 1: Job Design Job Design Concept: Analyzing and designing job play a significant role to afford a healthy work environment , and they help in choosing the right organizational structure and making the proper managerial decision beside enabling the effective selection of the workforce. Job design mean identifying each task parameters through identifying responsibilities and obligations, and determining the level of skills related to perform a task. The process of analyzing jobs is systematic process that requires the best knowledge of the task and its component in order to the job description that will contribute in the success in the management and organizational goals. Job design is about indicating the description of the information related to job activities and the functions of that job, while job description means preparing the right documents or manual that fit jobs and tasks inside the organization to review when it’s needed. Job description and job analysis help in setting a fair and effective payment system beside determining job qualification and preparing training programs to increase worker productivity and organize individual s and groups. In addition, job analysis as another concept, gather the information related to a job and its different aspects including responsibilities, supervision, communication, decision making, and the work environment.
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As a summary, job design is due to:
1- It’s an objective basis in the selection and ointment functions. 2- Helps in determining the standards for payment system. 3- Helps in developing and improving the objective standards for work performance and the overall organization performance. 4- Considered as a reference when studying procedures and work rules. 5- It’s reliable when choosing training requirements and planning training programs. 6- It’s reliable to achieve productivity and performance standards. 7- Detect risks related to tasks and activities. 8- Help in planning workforce requirements. 9- Help in facilitating procedures and improving work methods. 10- Help in establishing a good organizational climate.
Objectives of job design and job analysis: 1- Increasing production efficiency for individuals, both qualitative and quantitative. 2- Determine the expected behavior from individuals which lead to the achievement of organization goals. 3- Reflect the work conditions and the risks coming from a job. 4- Identify the importance of each job and why it is existed through recognizing its goals and characteristics. 5- Improve the quality of work inside the organization by improving productivity and placing the person in the right place.
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Important Factors in Job Design: 1- Achieving organizational goals: by considering the organization objectives when designing each step in the work, designing process must not impact the quality job activities. 2- Achieving employees’ satisfaction: the satisfaction of employees about job design by ensuring to give them autonym, this is why the good designing of job encourage employees to perform better and satisfy their needs. 3- The effective use of the available technology : designing job in a manner that allow the maximum investment of the available technology inside the organization, beside getting the optimum benefits of worker skills related to this field.
Job Design Process: 1- Job Design Stage: Includes determining the content of the job and its level in order to determine the type of works needed by organizations. Usually, job design has the form of building work groups and each group contains similar tasks and activities that are similar in their nature and their content. The overall work inside an organization contains several activities that form different works and tasks, from those activities the “job” is determined and the sub activities are identified. According to this, we can divide the functions inside the organization to be tow main activities , the first kind of activities are the primary activities that include production, sales, finance, purchasing …. Etc, and the second
kind of activities called the secondary activities including maintenance and energy in industrial projects, inventory and commercial in production projects. Beside the basic function of
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planning, coordinating, controlling…Etc, which are excited in any type
of business and at any levels of activities. Work activities are different among organizations according to the differences between organization nature and the changes in work conditions, goals, means, material, and future adjustments. So, the purposes of designing job are the development of new jobs, eliminating old ones, or re categorize an existed job. 2- Job Analysis Stage : After determining the types of functions related to a job, job analysis began... And before introducing this stage we must understand that a job or a function is a set of tasks, duties, and responsibilities that demand the relevant qualifications and anilities in order to perform the job better. Job analysis is the process of gathering the partial information about the task and the activities that form a job. Duties, responsibilities, and performance methods must be underlined in job analysis stage, and there are three methods to analyze a job... Questionnaire, interview, and direct observation. 3- Job Description : It considered being as a sub stage after the analysis, description means writing the information gathered by job analysis stage and filing that information in organization manuals or document. Job description describes the responsibilities and the tasks of the job, while job analysis is about the gathering and the estimation of those tasks and responsibilities. And it is usually written by the human resources manager or personnel manager, job description written statement or manual or document is divided into two parts:
The first part contain the information about the job itself... including job title, methods and means, duties and responsibilities , and the job position in the organizational hierarchy.
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The second part contains the qualities of individuals and the skills they must have to perform this job.
Benefits of Job Description: Many benefits for job design for the organization, it helps in organizations in different areas: 1- Description of job helps the organization to determine work force requirements which help in the efficiency and the effectiveness of the organization and improve the level of performance. 2- The available information allows organization to review the operations standards, and determining the use and the distribution of human resources in a way that afford a successful organizational environment. 3- Help in determining training requirement. 4- Help in improving the work evaluating system.
Future Trends in Job Design: New trends appeared recently in the business fields which have an important impact on job design. Past years have seen many societal, economical, and technological changes, those are rapid changes that will continue in the following years and will impact organizations and the work force
Expected increase in the jobs created by the IT technology.
Those new jobs demand harder efforts due to its nature and difference in the performance.
The level of education, skills, and specializations’ are expected to increase, which demands organizations to be more sensitive requirements.
The changes will contribute in the appearance of new organizational structures that will replace the traditional hierarchy structure.
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In addition, those changes will redefine works so that more emphasize on continuing learning and more emphasize on creativity and shortening work hours.
Tips for Job Design: A. Task’ Related T ips :
Tasks have to form an integrated work or job.
Tasks must afford variation in steps, method, location, and skills.
Tasks must be able to afford Performance feedback.
Tasks must allow a degree of freedom for employees.
B. Organization / Work Related Tips:
The work must allow learning and growth opportunities.
The work must allow the development and the appraisal of employees.
Individuals must be able to share in setting their work goals and contribute in decision making.
Goals must be clear and represent a motivation challenge for employees.
C. Work Environment Related Tips:
Organizational relationship must be determined by the management and the employees together.
Wages and salaries system must be fair in relation to the contribution of each worker.
Human resources’ related policies must be fair and
appropriate.
The physical environment must be proper to perform the work.
The studies of job design that considered the quality of work life took a new trend when behavioral Scientists moved toward determining the basic 10 | P a g e
dimensions that helps in improving production rates and job satisfaction at the same time. So, new trends in job design appears, those trends calls to consider the following principles:
Succession , the scope of job, the depth of the job, work differences, and work characteristics … the focus on those principles arise from the reality that the job is important for employees and they are motivated by the work itself. The Reason in Changing the Way of Job Design:
Recognizing the performance deviations and the efforts to find proper solutions.
Working to build new organizational structures.
Improvements and changes in duties and the activities of the e xisted jobs.
Standards for Job Evaluation: The basis of evaluating jobs is to determine the standards that used to estimate job, beside determining the senior level jobs and lower le vel jobs (Gradient), which means determine the position of each job in the organization structure .Most of the job evaluating plans use responsibility, skills, efforts, and work conditions as a basic standards in the evaluating process. Other standards can be used to evaluate jobs including: direct supervision, the level of work complexity, and other physical needs required to perform the work. Those standards are not constant and cannot be implemented in all jobs. Indeed, each group of jobs has different standards from other jobs, for example, production related jobs are different from sales or managerial jobs. Because some jobs require high mental abilities as production, 11 | P a g e
managerial and accounting consulting, and analyzing systems. While other simple works require less mental activities. To ensure the objectivity and the accuracy of evaluation and to eliminate the personal bias ,that could affect the evaluation specialist, we have to establish a committee that include experts from inside and outside the organization to do the evaluation process in a set of unbiased procedures. Organization may use the help of outside consulting office or universities and specialized institutions that will contribute in setting the overall strategy of the evaluating process. The following are some methods that can be used in the evaluation process:
The Ranking Method.
The Classification Method.
Factors’ Comparison Method.
The Pointing Method.
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Part 2: Organizational Structure Organizational Structure Concept: The concept of organizational structure depends on designing structures that are scientifically right. This concept catches the attention of management scientists and writers due to its importance in organizations’ life.
Organizational structure is one of the effective means that are required to ensure the accuracy and the organization of the work flow, and to achieve the coordination between the managerial units inside the organization in order to attain goals.
Organization structure as it defined by scientists is : the shape that allow organizations to determine how allocation if tasks and the use of human resources, beside determining the collaboration and the coordination between different departments.
Other Definitions of Organization Structure:
The hierarchy of authority that allow the efficient attainment of goals.
The procedures that determine the authority relationships between managerial units in order to achieve the desired goals.
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The importance of organization structure is that beside it determine the relations inside the organization, it considered to be as managerial tool that help organizations in goal achievement.
Organizational Structure Design: Organization structure does not consider being as a goal by itself, but it’s a management philosophy that reflect the basis of organization component. In other side, designing organization structure is not easy and not a single time process, it is complex process that continues over time and relate to a set of physical and human factors. It is enough to one factor to change to cause change or improvement in the hall organization. The most important factors are:
1- The size of the organization and its financial position. 2- The nature of the organization goods or services. 3- Organization objective. 4- The geographical spread of the organization. 5- The external environment surrounds the organization. And it’s important to mention the elements of designing organizational structure:
Dividing the aspects of activities and group it according to goal attainment.
Determining authority and the degree of delegation.
Dividing the aspects of activities according to the following :
The nature of activities.
Dividing activities according to the product.
Geographical division.
Dividing activities according to clients.
Dividing activities according to process.
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Organizational Structure ‘Functions –Hall’s C oncept: Hall refers that organization structure will achieve the following functions:
Organization goals.
The coordination between individuals to avoid personal or work conflicts.
Describing and determining work.
The Organizational objective from organizational structure: 1- Clarifying management, departments, and the units inside organizations. 2- Identify the managerial level and determining the responsibilities and the specificity of each level. 3- Highlighting specialization and allocation of work. 4- Clarifying the line of authority. 5- Clarifying supervision. 6- Clarifying the formal relationships. 7- Reduce duplication. 8- Clarifying communications. 9- Facilitate the process of building units, department, and management.
Stages of Building Organizational Structure: Many procedures and principles must be considered whe n building organization structure; organization must determine the available requirements to build this structure including the clarity of goals and the availability of human qualities and financial resources.
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Building organizational structure path through the following stages: Stage 1: determining the overall and the sub goals. Stage 2: determining the primarily and the secondary activities that allow the achievements of goals. Stage 3: Preparing job description and job qualification, besides determining the specific duties for each department. Stage 4: Descriping the organizational relationships between each managerial level and between the departments of each level. Stage 5: Determining supervisory work inside each managerial level. Stage 6: Building organizational structure.
Organizational Structure Dimensions: Three main dimensions for the organizational structure: First: centralization in decisions Second: formalization, which refer to the degree of commitment to work systems and rules. Third: complexity, refer to the variation in the tasks and the activities of organizations. Factors of complexity degree:
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Horizontal differences
Vertical differences.
Work specialization and allocation.
Characteristics of Organization Structure: Certain characteristics must appear in the organization structure: 1- The need to identify the overall and the sub activities, and the need to differ between those activities and consider their allocation. Indeed, main and important activities must be placed at the top of the organizational structure; in the higher management, and placing other activities to fit other managerial level in the organization. 2- The need to consider work natures in order to save specialization , and allocating work in the managerial level by considering the allocation of human resources according to the principles of efficiency and effectiveness. 3- The need to retain an effective communication network that considers the nature of organization and its activities. 4- The need to consider a proper supervision which marks the abilities of subordinates and bosses. 5- Following objective ways in the case of building new organizational structure, the cost factor must be in our consideration by making feasibility study for each new activity, goal, or structure. 6- Organization structure must have a large degree of flexibility that enables organizations to follow changes at the external environment. 7- The need of the right delegation in the organizational structure in order to retain organization continuity and creating new administrative cadres.
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The Modern Theories of Management and Organization: Those theories emphasize on studying the organization as an integrated unit and focusing on the nature of inside and outside organizational relations. The contribution of those theories to the organization structure is as the following: 1- The systems theory: emphasize on the idea that organizations are an open system that relay on a systematic group of subsystems that are connected to each other. This theory study the following fields:
Individuals inside and outside organizations.
The interaction between individuals and the environment.
The interaction of individuals between each other.
The overall growth of the system and its stability issues.
The interaction of the system with the outside environment.
The interaction between system’s parts.
2- The situation theory: according to the different situations and problem faced by organizations, it’s difficult to face those situations in a single way because its differ on its nature and sources. So, the situational theory emphasize on affording the skills, abilities, and expertise that make individuals able to analyze situations.
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Section 3: data analyzing (field study) A filed study of the job design and its impact on building the organization structure at the International University for science and technology (IUST). A questionnaire is distributed to 20 employees and the statistical analysis for that questionnaire by SPSS. The questionnaire had been designed to have numerical values for the following responses:
1) Strongly disagree 2) Disagree 3) Neutral 4) Agree 5) Strongly agree
SPSS, statistical analysis program, analyzed the data as following:
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Question 1: I have a clear vision for the tasks to be accomplished. The mean reached (4.5500) and the standard deviation is (.51402), this indicates that the response is close to agree, which mean that employees have a clear vision of the task to be accomplished. Since the standard deviation is less than (1), this strengthens the statistical significance of the result.
Q1 N Valid Missing Mean Std.Deviation
20 0 4.5500 .51042
Q1 12 10 y c n e u q e r F
8 6 4 2 0 4
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5
Question 2: there is an accurate description of the job I occupy and it’s fit to be a performance criterion. The mean reached (3.8500) and the standard deviation is (1.03999), this indicates that the response is close to agree, which mean that an accurate description of the job is reached and its fit to be a performance criterion. Since the standard deviation is more than (1), this weakness the statistical significance of the result.
Q2 N Valid Missing Mean Std.Deviation
20 0 3.8500 1.03999
Q2 12 10 y c n e u q e r F
8 6 4 2 0 1
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2
3
4
5
Question 3: I have a direct administrative reference to send my report to it. The mean reached (4.3500) and the standard deviation is (.87509), this indicates that the response is close to agree, which mean that employees have a direct administrative reference to report to. Since the standard deviation is less than (1), this strengthens the statistical significance of the result.
Q3 N Valid Missing Mean Std.Deviation
20 0 4.3500 .87509
Q3 12 10 y c n e u q e r F
8 6 4 2 0 2
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3
4
5
Question 4: the direct administrative reference controls my performance. The mean reached (4.2000) and the standard deviation is (.95145), this indicates that the response is close to agree, which mean that employees have the direct administrative reference control their performance. Since the standard deviation is less than (1), this strengthens the statistical significance of the result.
Q4 N Valid Missing Mean Std.Deviation
20 0 4.2000 .95145
Q4 12 10 y c n e u q e r F
8 6 4 2 0 1
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3
4
5
Question 5: the direct administrative reference correct mistakes and performance deviations. The mean reached (4.0000) and the standard deviation is (1.12390), this indicates that the response is close to agree, which mean that direct administrative reference correct mistakes and performance deviation. Since the standard deviation is more than (1), this weakness the statistical significance of the result.
Q5 N Valid Missing Mean Std.Deviation
20 0 4.0000 1.12390
Q5 10 8 y c n e u q e r F
6 4 2 0 1
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2
3
4
5
Question 6: there is a justice in the distribution of tasks inside the managerial unit I belong to . The mean reached (3.0000) and the standard deviation is (1.29777), this indicates that the response is neutral, which mean that employees does not have a clear vision if the distribution of tasks is fair between the members inside a managerial unit. Since the standard deviation is more than (1), this weakness the statistical significance of the result. Q6 N Valid Missing Mean Std.Deviation
20 0 3.0000 1.29777
Q6 7 6 y c n e u q e r F
5 4 3 2 1 0 1
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2
3
4
5
Question 7: evaluation is based on the exact description of the job I occupy. The mean reached (2.8500) and the standard deviation is (1.42441), this indicates that the response is close to neutral, which mean that employees does not have a clear vision if the evaluation is based on the exact description of job. Since the standard deviation is more than (1), this weakness the statistical significance of the result.
Q7 N Valid Missing Mean Std.Deviation
20 0 2.8500 1.42441
Q7 10 9 8 7 y c 6 n e u 5 q e 4 r F 3 2 1 0 1
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2
3
4
5
Question 8: there are primary and secondary tasks in the job I occupy. The mean reached (3.9000) and the standard deviation is (1.11921), this indicates that the response is close to agree, which mean that there are primary and secondary tasks in the job. Since the standard deviation is more than (1), this weakness the statistical significance of the result.
Q8 N Valid Missing Mean Std.Deviation
20 0 3.9000 1.11921
Q8 8 7 6 y c n e u q e r F
5 4 3 2 1 0 1
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2
3
4
5
Question 9: it may be another tasks to perform differ from the tasks in the job description. The mean reached (4.3000) and the standard deviation is (.80131), this indicates that the response is close to agree, which mean that employees may do other tasks which are differ from the tasks in the job description. Since the standard deviation is less than (1), this strengthens the statistical significance of the result. Q9 N Valid Missing Mean Std.Deviation
20 0 4.3000 .80131
Q9 10 8 y c n e u q e r F
6 4 2 0 2
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3
4
5
Question10: sometimes I may have more than an administrative reference (head of a department, team leader, head of a committee). The mean reached (3.8500) and the standard deviation is (1.03999), this indicates that the response is close to agree, which mean that employees may sometimes have more than an administrative reference. Since the standard deviation is more than (1), this weakness the statistical significance of the result. Q10 N Valid Missing Mean Std.Deviation
20 0 3.8500 1.03999
Q10 10 8 y c n e u q e r F
6 4 2 0 2
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3
4
5
Question 11: work procedures and rules are clear in the organizational structure. The mean reached (2.7500) and the standard deviation is (1.40955), this indicates that the response is close to neutral, which mean that employees does not have a clear vision of the clarity of work rules and procedures. Since the standard deviation is more than (1), this weakness the statistical significance of the result.
Q11 N Valid Missing Mean Std.Deviation
20 0 2.7500 1.40955
Q11 7 6 y c n e u q e r F
5 4 3 2 1 0 1
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2
3
4
5
Question 12: the nature of the work fit with my scientific qualifications. The mean reached (2.4500) and the standard deviation is (1.46808), this indicates that the response is close to disagreeing, which means that employees find does not find their job to be fit with their scientific qualifications. Since the standard deviation is more than (1), this weakness the statistical significance of the result.
Q12 N Valid Missing Mean Std.Deviation
20 0 2.4500 1.46808
Q12 8 7 6 y c n e u q e r F
5 4 3 2 1 0 1
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2
3
4
5
Question 13: my experience fit with the job I occupy. The mean reached (4.3500) and the standard deviation is (.93330), this indicates that the response is close to agree, which mean that employees experiences fit with their jobs. Since the standard deviation is less than (1), this strengthens the statistical significance of the result.
Q13 N Valid Missing Mean Std.Deviation
20 0 4.3500 .93330
Q13 14 12 10 y c n e u q e r F
8 6 4 2 0 2
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3
4
5
Question 14: my work responsibilities fit with the job I occupy. The mean reached (3.8000) and the standard deviation is (.89443), this indicates that the response is close to agree, which mean that employees responsibilities are fit with their job nature. Since the standard deviation is less than (1), this strengthens the statistical significance of the result.
Q14 N Valid Missing Mean Std.Deviation
20 0 3.8000 .89443
Q14 8 7 6 y c n e u q e r F
5 4 3 2 1 0 2
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3
4
5
Question 15: my functional power inside the job fits with my responsibilities. The mean reached (2.9500) and the standard deviation is (1.43178), this indicates that the response is close to neutral, which mean that employees does not have a vision of the fit between their power and their responsibilities. Since the standard deviation is more than (1), this weakness the statistical significance of the result.
Q15 N Valid Missing Mean Std.Deviation
20 0 2.9500 1.43178
Q15 7 6 y c n e u q e r F
5 4 3 2 1 0 1
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2
3
4
5
Question 16: the duties of the job I occupy are fit with the time set for competition. The mean reached (3.2500) and the standard deviation is (1.29269), this indicates that the response is close to agree, which mean that employees duties are fit with the completion time for those duties. Since the standard deviation is more than (1), this weakness the statistical significance of the result.
Q16 N Valid Missing Mean Std.Deviation
20 0 3.2500 1.29269
Q16 10 8 y c n e u q e r F
6 4 2 0 1
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2
3
4
5
Question 17: the design of work environment is suitable (office size, office furniture, lighting, air-conditioning). The mean reached (3.9000) and the standard deviation is (1.44732), this indicates that the response is close to agree, which mean that work environment design is suitable. Since the standard deviation is more than (1), this weakness the statistical significance of the result.
Q17 N Valid Missing Mean Std.Deviation
20 0 3.9000 1.44732
Q17 12 10 y c n e u q e r F
8 6 4 2 0 1
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2
4
5
Question 18: work hours are suitable with my physical abilities.
The mean reached (3.2000) and the standard deviation is (1.43637), this indicates that the response is close to agree, which mean that work hours are suitable with employees physical abilities. Since the standard deviation is more than (1), this weakness the statistical significance of the result. Q18 N Valid Missing Mean Std.Deviation
20 0 3.2000 1.43637
Q18 7 6 y c n e u q e r F
5 4 3 2 1 0 1
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2
3
4
5
Question 19: salary is suitable with the functional burden of my job. The mean reached (2.7500) and the standard deviation is (1.29269), this indicates that the response is close to neutral, which mean that employees have a vision of the unsuitability between the salary and their job burdens. Since the standard deviation is more than (1), this weakness the statistical significance of the result.
Q19 N Valid Missing Mean Std.Deviation
20 0 2.7500 1.29269
Q19 6 5 y c n e u q e r F
4 3 2 1 0 1
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2
3
4
5
Conclusion
The research conducted to validate 2 assumptions, after the practical principles and after the questionnaire the results of the validation will be as the following:
The first Assumption: there is a statistical reference or significance between job design and building the organizational structure. After analyzing questions (1-2-3-4-5-6-7-8-9-10-11) ,which are related to the assumption , it shows that the mean for those questions is (3.7818) this means it is close to agree .. and this validate the assumption of the existed relationship between job design and building the organizational structure.
The second Assumption: there is a statistical reference or significance between job design and the performance level inside the organization. After analyzing questions (12-13-14-15-16-17-18-19), which are related to the assumption, it shows that the mean for those questions is (3.33125) this means it is close to agree .. and this validate the assumption of the relation between job design and the quality of performance.
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Recommendations 1- Using job description as a criterion to determine the level of performance. 2- Affording justice in the distribution of tasks between employees inside a managerial unit. 3- Evaluating work on the biases of the accurate description of employees’ job.
4- Determining one administrative reference to report to it and taking order from it , instead of duplication. 5- Management should Clarify work rules and procedures. 6- Finding the proper fit between employee qualifications and his assigned job, (the right person in the right place). 7- The accurate description of job and its related power in a manner that consist with job responsibilities. 8- Determining the proper time schedule to perform, the schedule must fit with the duties and the assigned tasks. 9- Affording proper work environment in order to increase the level of performance. 10-
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Salary and wages system must fit with works burdens.
References
Books Richard L. Daft, organization theory and design, second edition, 1991. th
Robbins / Judge, organizational behavior, 13 edition. Noe / Hollenbeck / Gerhart / Wright, Human Resources Management, Seventh Edition.
Internet sources www.myemployees.com www.managementhelp.org www.humanresources.about
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Questionnaire Dear Employee: We are conducting a study about job design and its impact on building the organizational structure at the International University for Science & Technology (IUST). In order to complete the study you are kindly requested to fill this questionnaire, we assure you that the purpose of this questionnaire to be scientific research. Please answer with your full convictions to serve the reaserch purpose. Thank you very much…
Please write ( √) next to your response. No.
Statement
1
I have a clear vision for the tasks to be accomplished. There is an accurate description of the job I occupy and its fit to be a performance criterion.
2
3 4
I have a direct administrative reference to send my report to it. The direct administrative reference controls my performance.
5
The direct administrative reference correct mistakes and performance deviations.
6
There is justice in the distribution of tasks inside the managerial unit I belong to.
7
Evaluation is based on the exact description of the job I occupy .
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Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
