Abstract:
Purpose: This research aimed to explore the relationship between job design
techniques and employee performance among management service officers working
in divisional secretariats in the Ampara district of Sri Lanka.
Design/methodology/approach: A sample of 217 was drawn from twenty Divisional
secretariats in Ampara District. This study used the survey method. A standardized
job design questionnaire (Munyiri, 2018) and a self-administered questionnaire was
distributed among the respondents to collect the data using a random sampling
method. The data that was gathered was presented in graphs and tables to explain the
pattern of responses. Popular statistical SPSS version 26 package was used to analyze
the data. Results obtained from descriptive, correlations and regression analyses were
used for interpretations.
Findings: This study has shown that job rotation, job enlargement, job enrichment,
and job simplification have an impact on employee performance. The results showed
that there is a strong positive correlation (r= 0.803), (r= 0.809), (r= 0.854) between
job rotation, job enrichment, and job simplification with employee performance
respectively. Also, the results showed that there is a negative correlation (r= -0.499),
between job enlargement and employees’ performance.
Practical implications: This research has shown that the management service
officers who work in the divisional secretariats in Ampara District are aware that their
job design and job design techniques impact their performance. This finding will be
useful for employees in choosing the most appropriate job design techniques to
increase the level of employee performance.
Originality value: This study reveals that job design techniques are important to the
management service officers to increase performance which increases the efficient
service for the public sector.
