Job Design w.r.t. Employee Motivation and Job Performance

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)

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.


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.


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


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


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


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


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


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


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.


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.


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.


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 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


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:


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


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,


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.


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?


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


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.


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


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.


http://www.krannert.purdue.edu/faculty/campionm/Job_Design_Approaches.pdf

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;


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:


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.


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.


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


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


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.


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


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


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.


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


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.


Equation 1

Fig: 1 Approaches to job design


Fig: 2 Hackman-Oldham job characteristics model

Fig: 3The proposed model of job design


Fig: 4 Outcome of the proposed model of job design


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.


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.


UNITED BANK LIMTED

(UBL)


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:


UBL is a Banking Company, which is engaged in Commercial & Retail

Banking and related services domestically and overseas.


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.



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.


Saudi-Pak Commercial Bank (Silk Bank)


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.


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.


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.



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.


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.


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.


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


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.


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.


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.


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:


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.


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


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%


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.


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%


Total 150 100%


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%




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 =


9.33333%


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 =


9.33333%

Undecided 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


Agree 71 71/150x100 = 47.33333%

Disagree 6 6/150x100 = 4%

Undecided 12 12/150x100 = 8%

Strongly agree 53 53/150x100 = 35.33333%


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.


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%


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.


.

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%



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.


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%



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.


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%


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


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%


Total 150 100%


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%


Total 150 100%


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%


Strongly agree 19 19/150x100 = 12.66667%


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%


Disagree 31 31/150x100 = 20.66667%

Undecided 18 18/150x100 = 12%

Strongly agree 29 29/150x100 = 19.33333%


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


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%


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.


18. My job description is clear

Agree 59 59/150x100 = 39.33333%

Disagree 36 36/150x100 = 24%

Undecided 8 8/150x100 = 5.33333%



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.


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%



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.


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%


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.


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.


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.


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


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.


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.


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.


http://www.answers.com/topic/congenial

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.


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


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.


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,


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.


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,


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,


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


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


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).

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Michael. R. Carrel; Daniel. F. Jennings and Christina Heavrin. (1997).

Fundamentals of Organizational Behavior (International Edition).

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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 –

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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


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http://unjobs.org/tags/job-design

http://www.openlearningworld.com/

http://www.jobaccess.gov.au/JOAC/Employers/Recruiting_new_staff/The_recruitment_process/Job_description_and_desig.htm

http://www.jobaccess.gov.au/JOAC/Employers/Recruiting_new_staff/The_recruitment_process/Job_description_and_desig.htm

http://en.wikipedia.org/wiki/Job_design

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http://www.pickthebrain.com/blog/21-proven-motivation-tactics/

http://en.wikipedia.org/wiki/Motivation

http://en.wikipedia.org/wiki/Organizational_behavior

http://www.saudipakbank.com/

http://www.ubl.com.pk/

http://www.habibbankltd.com/investor-relations.php

http://en.wikipedia.org/wiki/Bank

Appendices


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


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


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.


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

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