Job Design and Employee Performance: the Moderating Role of Employee Psychological Perception

Abstract

Job design plays a vital role in the performance maximization. A well designed job brings involvement and satisfaction to the employees and they perform well by employing all their energies in the work. Job design remains a valued issue among the researchers for its importance and effectiveness. A well designed job, according to psychological perception and attitude of employees, motivate workers towards task performance, and such employees become highly productive and loyal to the organization. This study is based on a review of the published literature and personal observation in the workplace to analyze the impact of job design on employee performance. Furthermore, this study proposes a new variable known as “psychological perception” of employee to highlight how employees behave towards a job design. A conceptual framework has been proposed to show the construct of job design by job rotation, job enrichment and job enlargement and relationship of job design with employee performance. It has been found that the psychological perception of an employee has a significant positive impact on the relationship of job design and employee performance.

Keywords: Job Design, Job Rotation, Job Enrichment, Job Enlargement, Psychological Perception, Employee Performance.