RELATIONSHIP BETWEEN JOB DESIGN AND PERFORMANCE OF EMPLOYEES IN COOPERATIVE BANK IN JUBA, SOUTH SUDAN. A CROSS-SECTIONAL STUDY
DOI:
https://doi.org/10.70572/agp.v1i12.26Keywords:
Job design, Performance of employees, Cooperative bankAbstract
Background
Theories of job performance offer that motivation is a key determinant of performance. The study aims to assess the relationship between job design and the performance of employees in cooperative banks.
Methodology
The study was cross-sectional descriptive research which was beneficial to to address the research questions through an empirical assessment, numerical data, and statistical analysis. Sample size was calculated using Yamane’s (1967) formula with 95% confidence level of and P=.05 yielding a sample size of 135 employees of Cooperative Bank Juba.
Results
The majority (33%) had a working experience of 2-4 years. Correlation analysis indicates that there existed a significant relationship (r = 0.778, p< 0.05) which also indicated that the variables had a strong positive correlation. There was a high relationship between the dependent and independent variables as the coefficient of determination, r, was (r = 0.606). The R-square shows that goal setting used in the study accounted for 60.6% of the variance in employee performance. F-statistic was significant since the p-value falls below the 0.05 level of significance (F = 107.483, p= 0.000). Job design had a positive and significant effect on employee performance (β = .750, p = .000). The resulting regression model is Employee Performance = 11.125 + 0.750 Goal Setting.
Conclusions
Job design brings involvement, fulfillment, and inspiration to employees in working together, and setting goals for the performance of the bank.
Recommendations
Employees should be given an opportunity to make their own decisions and exercise autonomy in their work as it makes them feel valued in an organization.
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