EFFECTS OF JOB DESIGN AND STAFF TRAINING ON EMPLOYEE PERFORMANCE IN NIGERIA
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CHAPTER ONE
1.0 Introduction
1.1 Background to the Study
A well-designed job typically promotes employee well-being, commitment, and performance (Bakker and Demeroutic, 2013; Hackman and Oldman, 1980; Parker and Wall, 1998). It is not unexpected, then, that in recent years, researchers have begun to investigate which job traits contribute to employee well-being, performance, satisfaction, and dedication, and which are likely to create job stress and the like. The job design is made up of the work’s qualities. More specifically, job design covers how job activities and roles are structured, enacted, and adjusted, as well as the influence these structures, enactments, and modifications have on individual, group, and organizational outcomes (Grant and Parker, 2009:5).
According to Tims and Bakker (2014:131), for over 60 years, job design theories have directed scholars and practitioners in describing, explaining, and changing work experiences, behaviors, and workers. Job design is approached from the top down, with the company creating jobs and then selecting people with the necessary knowledge, skills, and abilities for those jobs. When employee experience (e.g., job/work engagement) and behaviors (e.g., performance) decline, management is forced to restructure their employees’ occupations.
For example, one cause for job redesign could be that management has noticed a high level of absenteeism among particular employees. After speaking with the employees, company specialist(s) and human relations (HR) specialists may determine that the job is too demanding for the employees and should be replaced.
Another reason for job redesign could be the launch of a new machine that partially substitutes people’ duties. These employees’ jobs may be restructured to include additional tasks, such as machine maintenance (Tims and Bakkers, 2014: 131).
The way the job is (re)designed strongly influences how employees perceive their job and, in turn, how they perform their duties (tasks). Managers and researchers became interested in the influence of job design on employees’ behaviors and attitudes when it was gathered that changes in the work environment were accompanied with changes in employees’ attitudes and motivation. For example, over a century ago, the scientific management approaches (Taylor, 1911) and the introduction of the assembly line at Ford in 1914 strongly promoted job simplification. Employees’ jobs change from, for example, building a complete car to assembling only parts of the car, and these job changes had a considerable impact of motivation.
In an era of knowledge economy like ours now, successful workplaces are likely to be those which use and develop the skills of their employees technically through good job design mechanisms that effect employee performance and organizational productivity. There exist various works on job design in general, a few on manufacturing companies, especially those outside Nigeria and seeming nothing significant on both manufacturing companies and others in general in Nigeria, especially in supposed industrialized and commercial areas like Calabar, Uyo, Makurdi, Gboko, Kano, Onitsha, Aba, Ibadan, Port-Harcourt, Warri, Asaba, etc.
Also, the positive effects of staff training in both public and private organizations cannot be over-emphasized. Staff training impacts positively on employees’ performance as well as organizational manpower productivity. It has both individual and organizational development potentials, opportunities, efficiency and propels innovation, on-the-job learning and impact and standard service delivery. Trained staffs get improved and usually perform better. It is a means of job enrichment, job satisfaction and job commitment, which produces desired employee performance (Lunenburg, 2010; Saleem et al., 2012).
In the course of training while on a job, staffs learn new techniques, knowledge, intrigues and modalities with which effective performance arises and thus better output. Next, social and public/inter-relations between and among staffs abound with various prospects.
Training and retraining of staffs of both public and private establishments is imperative, particularly in the Third World nations like Nigeria, where there is high rate of illiteracy, poor knowledge of modern means of living, corruption, poor manpower and technological skills/advancement, among many others. As such, effective staff training and retraining in Nigeria is a dire necessity so as to key into it and realize targeted organizational goals and objectives, betterment, development, innovation and efficiency.
Therefore, the dire need for this study to clarify the myths, tales, perceptions and realities of job design and employee performance, on one hand, and staff training, on the other, in Nigeria is imperative, and thus gave rise to this study. Concerned organizations/institutions stand to benefit immensely from this study, if the findings are adopted, taken seriously, implemented and sustained therein.
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