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Year 2011-2012
Job Design & its Impact on
Building Organizational Structure
(Case study: universities in the private sector)
Mouhammad Fallah
Submits as part of BS in Business Adminstration
Supervision by: Dr. Sadek Nosirat
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Table of Content
Abstract Section 1 : Methodology of the Research.3,4 Section 2 : Job Design and Organizational Structure
Topic 1 Job Designo The Concept of Job Design...5o The objective of Job Design and Analysis ....6o Important Factors in Job Design7o Stages of Job Design .7,8o Benefits of Job Description9o Future Trends in Job Design ...9o Tips for Job Design..10,11
Topic 2 Organizational Structureo The concept of Organizational Structure .13o Organizational Structure Design .14o Objectives from Organizational Structure...15o Stages of Building Organizational Structure 16o Organizational Structure Dimensions..16o Characteristics of Organizational structure. 17o Modern Organization Theories18
Section 3 : Data Analysis (Field Study).........19______38 Conclusion39 Recommendations 40 References ..41 Questionnaire..42,43
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Abstract
Job design is the most important function at the organizations, regardlessof the interpretations differences of this concept, the aim of designing job
is to maximize the efficiency of organizations productivity in order to
continue with success.
The concept represents a set of organized procedures inside the job which
aim to establish the proper fit between employees and their work duties,
this will improve the work conditions as well as maximizing productivity and
shortening the time to achieve organization objective.
To perform a task , we must select the appropriate work methods and
techniques among those available , thats make job design significant , In
addition , designing job incorporate the extent of employees
responsibilities and commitment to achieve a given task .
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Section 1 Research Methodology
Research Problem:
Job design is used to link between job specification and candidates
qualifications to raisin employees satisfaction and support the overall
goals. Successful organizations are those that invest worker skills and relate
them to the work and give workers the proper motivation and rewards to
increase the job involvement in this correlated relation.
The problem in this research is the inability of organizations to coordinate
between job design, work, and the organization structure, besides falling inorganizational and managerial mistakes that impact negatively on the
organizational structure of the establishment.
The Importance:
The importance of this research for organizations realized by the
improvement and the rapid development of business world, changes andchallenges in businesses keep changing rapidly which require designing,
developing, and continually changing the institutional work in private and
government sector in order to work in a better environment that is flexible,
beside being able to work with variables withier inside or outside
organization environment.
Organizations that adapt to society and external environment can improve
and establish the proper change in job design which make the organization
stronger against challenges and help in accomplishing goals.
If proper job design is not implemented, organizations will fall beyond
challenges and their existence may be finished under the strong
competition among other organizations.
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The Objectives:
1- To show the effective impact of job design to organizationcompetitiveness.
2- To show the relationship between job design and the success oforganizational structure.
3- To explain how job design contribute in building theorganizationscompetitive advantage.
4- To explain the relationship between job design and the level of goodperformance.
5- To show the ability to coordinate between job design and buildingthe organizational structure.
Research Hypotheses:
Existed relationship with statistical references between jobdesign and building organizational structure.
Existed relationship with statistical references between jobdesign and the level of performance inside the organization.
Research Framework:
Analytical description by reviewing studies and lectures that discusses job
design and its impact on building organizational structure.
The frame work will include theoretical concepts that are related to the
research problem and then a practical study ofIUSTthe International
University for Science and Technology.
Questionnaire and SPSS analytical statistics technique will be used to test
the validity of the research hypotheses.
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Section 2 Job Design &
Organizational Structure
Part 1: Job Design
Job Design Concept:
Analyzing and designing job play a significant role to afford a healthy work
environment , and they help in choosing the right organizational structure
and making the proper managerial decision beside enabling the effective
selection of the workforce.
Job design mean identifying each task parameters through identifying
responsibilities and obligations, and determining the level of skills related
to perform a task. The process of analyzing jobs is systematic process that
requires the best knowledge of the task and its component in order to the
job description that will contribute in the success in the management and
organizational goals.
Job design is about indicating the description of the information related to
job activities and the functions of that job, while job description means
preparing the right documents or manual that fit jobs and tasks inside the
organization to review when its needed.
Job description and job analysis help in setting a fair and effective payment
system beside determining job qualification and preparing training
programs to increase worker productivity and organize individuals and
groups.
In addition, job analysis as another concept, gather the information related
to a job and its different aspects including responsibilities, supervision,
communication, decision making, and the work environment.
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As a summary, job design is due to:
1- Its an objective basis in the selection and ointment functions.2- Helps in determining the standards for payment system.3- Helps in developing and improving the objective standards for work
performance and the overall organization performance.
4- Considered as a reference when studying procedures and work rules.5- Its reliable when choosing training requirements and planning
training programs.
6- Its reliable to achieve productivity and performance standards.7- Detect risks related to tasks and activities.8- Help in planning workforce requirements.9- Help in facilitating procedures and improving work methods.10-Help in establishing a good organizational climate.
Objectives of job design and job analysis:
1- Increasing production efficiency for individuals, both qualitative andquantitative.
2- Determine the expected behavior from individuals which lead to theachievement of organization goals.
3- Reflect the work conditions and the risks coming from a job.4- Identify the importance of each job and why it is existed through
recognizing its goals and characteristics.
5- Improve the quality of work inside the organization by improvingproductivity and placing the person in the right place.
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Important Factors in Job Design:
1- Achieving organizational goals: by considering the organizationobjectives when designing each step in the work, designing process
must not impact the quality job activities.2- Achieving employees satisfaction: the satisfaction of employees
about job design by ensuring to give them autonym, this is why the
good designing of job encourage employees to perform better and
satisfy their needs.
3- The effective use of the available technology : designing job in amanner that allow the maximum investment of the available
technology inside the organization, beside getting the optimum
benefits of worker skills related to this field.
Job Design Process:
1- Job Design Stage:Includes determining the content of the job and its level in order to
determine the type of works needed by organizations. Usually, job
design has the form of building work groups and each group contains
similar tasks and activities that are similar in their nature and their
content.
The overall work inside an organization contains several activities
that form different works and tasks, from those activities the job is
determined and the sub activities are identified. According to this,
we can divide the functions inside the organization to be tow main
activities , the first kind of activities are the primary activities that
include production, sales, finance, purchasing . Etc, and the second
kind of activities called the secondary activities including
maintenance and energy in industrial projects, inventory and
commercial in production projects. Beside the basic function of
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planning, coordinating, controllingEtc, which are excited in any type
of business and at any levels of activities.
Work activities are different among organizations according to the
differences between organization nature and the changes in work
conditions, goals, means, material, and future adjustments. So, the
purposes of designing job are the development of new jobs,
eliminating old ones, or re categorize an existed job.
2- Job Analysis Stage :After determining the types of functions related to a job, job analysis
began... And before introducing this stage we must understand that a
job or a function is a set of tasks, duties, and responsibilities that
demand the relevant qualifications and anilities in order to perform
the job better.
Job analysis is the process of gathering the partial information about
the task and the activities that form a job. Duties, responsibilities,
and performance methods must be underlined in job analysis stage,
and there are three methods to analyze a job... Questionnaire,
interview, and direct observation.
3- Job Description :It considered being as a sub stage after the analysis, description
means writing the information gathered by job analysis stage and
filing that information in organization manuals or document.
Job description describes the responsibilities and the tasks of the job,
while job analysis is about the gathering and the estimation of those
tasks and responsibilities. And it is usually written by the human
resources manager or personnel manager, job description writtenstatement or manual or document is divided into two parts:
The first part contain the information about the job itself...including job title, methods and means, duties and
responsibilities , and the job position in the organizational
hierarchy.
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The second part contains the qualities of individuals and theskills they must have to perform this job.
Benefits of Job Description:
Many benefits for job design for the organization, it helps in
organizations in different areas:
1- Description of job helps the organization to determine work forcerequirements which help in the efficiency and the effectiveness of
the organization and improve the level of performance.
2- The available information allows organization to review theoperations standards, and determining the use and the
distribution of human resources in a way that afford a successfulorganizational environment.
3- Help in determining training requirement.4- Help in improving the work evaluating system.
Future Trends in Job Design:
New trends appeared recently in the business fields which have an
important impact on job design. Past years have seen many societal,
economical, and technological changes, those are rapid changes that will
continue in the following years and will impact organizations and the work
force
Expected increase in the jobs created by the IT technology. Those new jobs demand harder efforts due to its nature and
difference in the performance.
The level of education, skills, and specializations are expected toincrease, which demands organizations to be more sensitive
requirements.
The changes will contribute in the appearance of new organizationalstructures that will replace the traditional hierarchy structure.
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In addition, those changes will redefine works so that more emphasize on
continuing learning and more emphasize on creativity and shortening work
hours.
Tips for Job Design:
A. Task Related Tips :Tasks have to form an integrated work or job.Tasks must afford variation in steps, method, location, and
skills.
Tasks must be able to afford Performance feedback.Tasks must allow a degree of freedom for employees.
B. Organization / Work Related Tips:The work must allow learning and growth opportunities.The work must allow the development and the appraisal of
employees.
Individuals must be able to share in setting their work goalsand contribute in decision making.
Goals must be clear and represent a motivation challenge foremployees.
C. Work Environment Related Tips:Organizational relationship must be determined by the
management and the employees together.
Wages and salaries system must be fair in relation to thecontribution of each worker.
Human resources related policies must be fair andappropriate.
The physical environment must be proper to perform thework.
The studies of job design that considered the quality of work life took a new
trend when behavioral Scientists moved toward determining the basic
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dimensions that helps in improving production rates and job satisfaction at
the same time.
So, new trends in job design appears, those trends calls to consider the
following principles:
Succession , the scope of job, the depth of the job, work differences, and
work characteristics the focus on those principles arise from the reality
that the job is important for employees and they are motivated by the work
itself.
The Reason in Changing the Way of Job Design:
Recognizing the performance deviations and the efforts to findproper solutions.
Working to build new organizational structures. Improvements and changes in duties and the activities of the existed
jobs.
Standards for Job Evaluation:
The basis of evaluating jobs is to determine the standards that used to
estimate job, beside determining the senior level jobs and lower level jobs(Gradient), which means determine the position of each job in the
organization structure .Most of the job evaluating plans use responsibility,
skills, efforts, and work conditions as a basic standards in the evaluating
process.
Other standards can be used to evaluate jobs including: direct supervision,
the level of work complexity, and other physical needs required to perform
the work. Those standards are not constant and cannot be implemented inall jobs.
Indeed, each group of jobs has different standards from other jobs, for
example, production related jobs are different from sales or managerial
jobs. Because some jobs require high mental abilities as production,
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managerial and accounting consulting, and analyzing systems. While other
simple works require less mental activities.
To ensure the objectivity and the accuracy of evaluation and to eliminate
the personal bias ,that could affect the evaluation specialist, we have toestablish a committee that include experts from inside and outside the
organization to do the evaluation process in a set of unbiased procedures.
Organization may use the help of outside consulting office or universities
and specialized institutions that will contribute in setting the overall
strategy of the evaluating process.
The following are some methods that can be used in the evaluation
process:
The Ranking Method. The Classification Method. Factors Comparison Method. The Pointing Method.
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Part 2: Organizational Structure
Organizational Structure Concept:
The concept of organizational structure depends on designing structures
that are scientifically right. This concept catches the attention of
management scientists and writers due to its importance in organizations
life.
Organizational structure is one of the effective means that are required to
ensure the accuracy and the organization of the work flow, and to achieve
the coordination between the managerial units inside the organization in
order to attain goals.
Organization structure as it defined by scientists is : the shape that allow
organizations to determine how allocation if tasks and the use of human
resources, beside determining the collaboration and the coordination
between different departments.
Other Definitions of Organization Structure:
The hierarchy of authority that allow the efficient attainmentof goals.
The procedures that determine the authority relationshipsbetween managerial units in order to achieve the desired
goals.
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The importance of organization structure is that beside it determine the
relations inside the organization, it considered to be as managerial tool that
help organizations in goal achievement.
Organizational Structure Design:
Organization structure does not consider being as a goal by itself,but its a
management philosophy that reflect the basis of organization component.
In other side, designing organization structure is not easy and not a single
time process, it is complex process that continues over time and relate to a
set of physical and human factors. It is enough to one factor to change to
cause change or improvement in the hall organization.
The most important factors are:
1- The size of the organization and its financial position.2- The nature of the organization goods or services.3- Organization objective.4- The geographical spread of the organization.5- The external environment surrounds the organization.
And its important to mention the elements of designing organizationalstructure:
Dividing the aspects of activities and group it according to goalattainment.
Determining authority and the degree of delegation. Dividing the aspects of activities according to the following : The nature of activities. Dividing activities according to the product. Geographical division. Dividing activities according to clients. Dividing activities according to process.
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Organizational Structure Functions Halls Concept:
Hall refers that organization structure will achieve the following functions:
Organization goals. The coordination between individuals to avoid personal or work
conflicts.
Describing and determining work.
The Organizational objective from organizational structure:
1- Clarifying management, departments, and the units insideorganizations.
2- Identify the managerial level and determining the responsibilities andthe specificity of each level.
3- Highlighting specialization and allocation of work.4- Clarifying the line of authority.5- Clarifying supervision.6- Clarifying the formal relationships.7- Reduce duplication.8- Clarifying communications.9- Facilitate the process of building units, department, and
management.
Stages of Building Organizational Structure:
Many procedures and principles must be considered when building
organization structure; organization must determine the available
requirements to build this structure including the clarity of goals and the
availability of human qualities and financial resources.
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Building organizational structure path through the following stages:
Stage 1: determining the overall and the sub goals.
Stage 2: determining the primarily and the secondary activities that
allow the achievements of goals.Stage 3: Preparing job description and job qualification, besides
determining the specific duties for each department.
Stage 4: Descriping the organizational relationships between each
managerial level and between the departments of each level.
Stage 5: Determining supervisory work inside each managerial level.
Stage 6: Building organizational structure.
Organizational Structure Dimensions:
Three main dimensions for the organizational structure:
First: centralization in decisions
Second: formalization, which refer to the degree of commitment to
work systems and rules.
Third: complexity, refer to the variation in the tasks and the
activities of organizations. Factors of complexity degree:
Horizontal differences Vertical differences. Work specialization and allocation.
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Characteristics of Organization Structure:
Certain characteristics must appear in the organization structure:
1- The need to identify the overall and the sub activities, and the needto differ between those activities and consider their allocation.
Indeed, main and important activities must be placed at the top of
the organizational structure; in the higher management, and placing
other activities to fit other managerial level in the organization.
2- The need to consider work natures in order to save specialization ,and allocating work in the managerial level by considering the
allocation of human resources according to the principles of
efficiency and effectiveness.3- The need to retain an effective communication network that
considers the nature of organization and its activities.
4- The need to consider a proper supervision which marks the abilitiesof subordinates and bosses.
5- Following objective ways in the case of building new organizationalstructure, the cost factor must be in our consideration by making
feasibility study for each new activity, goal, or structure.
6- Organization structure must have a large degree of flexibility thatenables organizations to follow changes at the external environment.
7- The need of the right delegation in the organizational structure inorder to retain organization continuity and creating new
administrative cadres.
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The Modern Theories of Management and Organization:
Those theories emphasize on studying the organization as an integrated
unit and focusing on the nature of inside and outside organizational
relations. The contribution of those theories to the organization structure isas the following:
1- The systems theory: emphasize on the idea that organizations are anopen system that relay on a systematic group of subsystems that are
connected to each other. This theory study the following fields:
Individuals inside and outside organizations. The interaction between individuals and the
environment.
The interaction of individuals between each other. The overall growth of the system and its stability issues. The interaction of the system with the outside
environment.
The interaction between systems parts.
2- The situation theory: according to the different situations andproblem faced by organizations, its difficult to face those situations
in a single way because its differ on its nature and sources. So, the
situational theory emphasize on affording the skills, abilities, and
expertise that make individuals able to analyze situations.
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Section 3: data analyzing (field study)
A filed study of the job design and its impact on building the organization
structure at the International University for science and technology (IUST).
A questionnaire is distributed to 20 employees and the statistical analysis
for that questionnaire by SPSS. The questionnaire had been designed to
have numerical values for the following responses:
1) Strongly disagree2) Disagree3) Neutral4) Agree5) Strongly agree
SPSS, statistical analysis program, analyzed the data as following:
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Question 1: I have a clear vision for the tasks to be
accomplished.
The mean reached (4.5500) and the standard deviation is (.51402), this
indicates that the response is close to agree, which mean that employees
have a clear vision of the task to be accomplished.
Since the standard deviation is less than (1), this strengthens the statistical
significance of the result.
Q1
N Valid 20
Missing 0
Mean 4.5500
Std.Deviation .51042
0
2
4
6
8
10
12
4 5
Frequency
Q1
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Question 2: there is an accurate description of the job I occupy
and its fit to be a performance criterion.
The mean reached (3.8500) and the standard deviation is (1.03999), this
indicates that the response is close to agree, which mean that an accurate
description of the job is reached and its fit to be a performance criterion.
Since the standard deviation is more than (1), this weakness the statistical
significance of the result.
Q2
N Valid 20
Missing 0
Mean 3.8500
Std.Deviation 1.03999
0
2
4
6
8
10
12
1 2 3 4 5
Frequency
Q2
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Question 3: I have a direct administrative reference to send my
report to it.
The mean reached (4.3500) and the standard deviation is (.87509), this
indicates that the response is close to agree, which mean that employees
have a direct administrative reference to report to.
Since the standard deviation is less than (1), this strengthens the statistical
significance of the result.
Q3
N Valid 20
Missing 0
Mean 4.3500
Std.Deviation .87509
0
2
4
6
8
10
12
2 3 4 5
Frequency
Q3
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Question 4: the direct administrative reference controls my
performance.
The mean reached (4.2000) and the standard deviation is (.95145), this
indicates that the response is close to agree, which mean that employees
have the direct administrative reference control their performance.
Since the standard deviation is less than (1), this strengthens the statistical
significance of the result.
Q4
N Valid 20
Missing 0
Mean 4.2000
Std.Deviation .95145
0
2
4
6
8
10
12
1 3 4 5
Frequency
Q4
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Question 5: the direct administrative reference correct mistakes
and performance deviations.
The mean reached (4.0000) and the standard deviation is (1.12390), this
indicates that the response is close to agree, which mean that direct
administrative reference correct mistakes and performance deviation.
Since the standard deviation is more than (1), this weakness the statistical
significance of the result.
Q5
N Valid 20
Missing 0
Mean 4.0000
Std.Deviation 1.12390
0
2
4
6
8
10
1 2 3 4 5
Fre
quency
Q5
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Question 6: there is a justice in the distribution of tasks inside
the managerial unit I belong to .
The mean reached (3.0000) and the standard deviation is (1.29777), this
indicates that the response is neutral, which mean that employees does not
have a clear vision if the distribution of tasks is fair between the members
inside a managerial unit.
Since the standard deviation is more than (1), this weakness the statistical
significance of the result.
Q6
N Valid 20
Missing 0
Mean 3.0000
Std.Deviation 1.29777
0
1
2
3
4
5
6
7
1 2 3 4 5
Frequency
Q6
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Question 7: evaluation is based on the exact description of the
job I occupy.
The mean reached (2.8500) and the standard deviation is (1.42441), this
indicates that the response is close to neutral, which mean that employees
does not have a clear vision if the evaluation is based on the exact
description of job.
Since the standard deviation is more than (1), this weakness the statistical
significance of the result.
Q7
N Valid 20
Missing 0
Mean 2.8500
Std.Deviation 1.42441
0
1
2
34
5
6
7
8
9
10
1 2 3 4 5
Fr
equency
Q7
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Question 8: there are primary and secondary tasks in the job I
occupy.
The mean reached (3.9000) and the standard deviation is (1.11921), this
indicates that the response is close to agree, which mean that there are
primary and secondary tasks in the job.
Since the standard deviation is more than (1), this weakness the statistical
significance of the result.
Q8
N Valid 20
Missing 0
Mean 3.9000
Std.Deviation 1.11921
0
1
2
3
4
5
6
7
8
1 2 3 4 5
Frequency
Q8
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Question 9: it may be another tasks to perform differ from the
tasks in the job description.
The mean reached (4.3000) and the standard deviation is (.80131), this
indicates that the response is close to agree, which mean that employees
may do other tasks which are differ from the tasks in the job description.
Since the standard deviation is less than (1), this strengthens the statistical
significance of the result.
Q9
N Valid 20
Missing 0
Mean 4.3000
Std.Deviation .80131
0
2
4
6
8
10
2 3 4 5
Frequency
Q9
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Question10: sometimes I may have more than an administrative
reference (head of a department, team leader, head of a
committee).
The mean reached (3.8500) and the standard deviation is (1.03999), this
indicates that the response is close to agree, which mean that employees
may sometimes have more than an administrative reference.
Since the standard deviation is more than (1), this weakness the statistical
significance of the result.
Q10
N Valid 20
Missing 0
Mean 3.8500
Std.Deviation 1.03999
0
2
4
6
8
10
2 3 4 5
Frequency
Q10
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Question 11: work procedures and rules are clear in the
organizational structure.
The mean reached (2.7500) and the standard deviation is (1.40955), this
indicates that the response is close to neutral, which mean that employees
does not have a clear vision of the clarity of work rules and procedures.
Since the standard deviation is more than (1), this weakness the statistical
significance of the result.
Q11
N Valid 20
Missing 0
Mean 2.7500
Std.Deviation 1.40955
01
2
3
4
5
6
7
1 2 3 4 5
Frequency
Q11
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Question 12: the nature of the work fit with my scientific
qualifications.
The mean reached (2.4500) and the standard deviation is (1.46808), this
indicates that the response is close to disagreeing, which means that
employees find does not find their job to be fit with their scientific
qualifications.
Since the standard deviation is more than (1), this weakness the statistical
significance of the result.
Q12
N Valid 20
Missing 0
Mean 2.4500
Std.Deviation 1.46808
0
1
2
3
4
5
6
7
8
1 2 3 4 5
Frequency
Q12
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Question 13: my experience fit with the job I occupy.
The mean reached (4.3500) and the standard deviation is (.93330), this
indicates that the response is close to agree, which mean that employees
experiences fit with their jobs.
Since the standard deviation is less than (1), this strengthens the statistical
significance of the result.
Q13
N Valid 20
Missing 0
Mean 4.3500
Std.Deviation .93330
0
2
4
6
8
10
12
14
2 3 4 5
Frequency
Q13
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Question 14: my work responsibilities fit with the job I occupy.
The mean reached (3.8000) and the standard deviation is (.89443), this
indicates that the response is close to agree, which mean that employees
responsibilities are fit with their job nature.
Since the standard deviation is less than (1), this strengthens the statistical
significance of the result.
Q14
N Valid 20
Missing 0
Mean 3.8000
Std.Deviation .89443
0
1
2
3
4
5
6
7
8
2 3 4 5
Frequency
Q14
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Question 15: my functional power inside the job fits with my
responsibilities.
The mean reached (2.9500) and the standard deviation is (1.43178), this
indicates that the response is close to neutral, which mean that employees
does not have a vision of the fit between their power and their
responsibilities.
Since the standard deviation is more than (1), this weakness the statistical
significance of the result.
Q15
N Valid 20
Missing 0
Mean 2.9500
Std.Deviation 1.43178
0
1
2
3
4
5
6
7
1 2 3 4 5
Freque
ncy
Q15
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Question 16: the duties of the job I occupy are fit with the time
set for competition.
The mean reached (3.2500) and the standard deviation is (1.29269), this
indicates that the response is close to agree, which mean that employees
duties are fit with the completion time for those duties.
Since the standard deviation is more than (1), this weakness the statistical
significance of the result.
Q16
N Valid 20
Missing 0
Mean 3.2500
Std.Deviation 1.29269
0
2
4
6
8
10
1 2 3 4 5
Fr
equency
Q16
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Question 17: the design of work environment is suitable (office
size, office furniture, lighting, air-conditioning).
The mean reached (3.9000) and the standard deviation is (1.44732), this
indicates that the response is close to agree, which mean that work
environment design is suitable.
Since the standard deviation is more than (1), this weakness the statistical
significance of the result.
Q17
N Valid 20
Missing 0
Mean 3.9000
Std.Deviation 1.44732
0
2
4
6
8
10
12
1 2 4 5
Fr
equency
Q17
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Question 18: work hours are suitable with my physical abilities.
The mean reached (3.2000) and the standard deviation is (1.43637), this
indicates that the response is close to agree, which mean that work hours
are suitable with employees physical abilities.
Since the standard deviation is more than (1), this weakness the statistical
significance of the result.
Q18
N Valid 20
Missing 0
Mean 3.2000
Std.Deviation 1.43637
0
1
2
3
4
5
6
7
1 2 3 4 5
Frequency
Q18
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Question 19: salary is suitable with the functional burden of my
job.
The mean reached (2.7500) and the standard deviation is (1.29269), this
indicates that the response is close to neutral, which mean that employees
have a vision of the unsuitability between the salary and their job burdens.
Since the standard deviation is more than (1), this weakness the statistical
significance of the result.
Q19
N Valid 20
Missing 0
Mean 2.7500
Std.Deviation 1.29269
0
1
2
3
4
5
6
1 2 3 4 5
Fr
equency
Q19
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Conclusion
The research conducted to validate 2 assumptions, after the practical
principles and after the questionnaire the results of the validation will be as
the following:
The first Assumption: there is a statistical reference or significancebetween job design and building the organizational structure.
After analyzing questions (1-2-3-4-5-6-7-8-9-10-11) ,which are
related to the assumption , it shows that the mean for those
questions is (3.7818) this means it is close to agree .. and this
validate the assumption of the existed relationship between job
design and building the organizational structure.
The second Assumption: there is a statistical reference or significancebetween job design and the performance level inside the
organization.
After analyzing questions (12-13-14-15-16-17-18-19), which are
related to the assumption, it shows that the mean for those
questions is (3.33125) this means it is close to agree .. and thisvalidate the assumption of the relation between job design and the
quality of performance.
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Recommendations
1- Using job description as a criterion to determine the level ofperformance.
2- Affording justice in the distribution of tasks between employeesinside a managerial unit.
3- Evaluating work on the biases of the accurate description ofemployees job.
4- Determining one administrative reference to report to it andtaking order from it , instead of duplication.
5- Management should Clarify work rules and procedures.6- Finding the proper fit between employee qualifications and his
assigned job, (the right person in the right place).
7- The accurate description of job and its related power in a mannerthat consist with job responsibilities.
8- Determining the proper time schedule to perform, the schedulemust fit with the duties and the assigned tasks.
9- Affording proper work environment in order to increase the levelof performance.
10- Salary and wages system must fit with works burdens.
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References
Books
Richard L. Daft, organization theory and design, second edition,
1991.
Robbins / Judge, organizational behavior, 13th
edition.
Noe / Hollenbeck / Gerhart / Wright, Human Resources
Management, Seventh Edition.
Internet sources
www.myemployees.com
www.managementhelp.org
www.humanresources.about
http://www.myemployees.com/http://www.myemployees.com/http://www.managementhelp.org/http://www.managementhelp.org/http://www.humanresources.about/http://www.humanresources.about/http://www.humanresources.about/http://www.managementhelp.org/http://www.myemployees.com/ -
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Questionnaire
Dear Employee:
We are conducting a study about job design and its impact on building theorganizational structure at the International University for Science &
Technology (IUST). In order to complete the study you are kindly requested
to fill this questionnaire, we assure you that the purpose of this
questionnaire to be scientific research.
Please answer with your full convictions to serve the reaserch purpose.
Thank you very much
Please write () next to your response.
No. Statement Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
1 I have a clear vision for the tasks
to be accomplished.
2 There is an accurate description
of the job I occupy and its fit to
be a performance criterion.
3 I have a direct administrative
reference to send my report to it.
4 The direct administrative
reference controls my
performance.
5 The direct administrative
reference correct mistakes and
performance deviations.
6 There is justice in the distributionof tasks inside the managerial
unit I belong to.
7 Evaluation is based on the exact
description of the job I occupy .
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8 There are primary and secondary
tasks in the job I occupy.
9 It may be another tasks to
perform differ from the tasks in
the job description.10 Sometimes I may have more than
an administrative reference
(head of a department, team
leader, head of a committee).
11 Work procedures and rules are
clear in the organizational
structure.
12 The nature of the work fit withmy scientific qualifications.
13 My experience fit with the job I
occupy.
14 My work responsibilities fit with
the job I occupy.
15 My functional power inside the
job fits with my responsibilities.
16 The duties of the job I occupy are
fit with the time set for
competition.
17 The design of work environment
is suitable (office size, office
furniture, lighting, air-
conditioning).
18 Work hours are suitable with my
physical abilities.
19 Salary is suitable with thefunctional burden of my job.