A CRITICAL EVALUATION OF JOB DESIGN AS A DETERMINANT OF EMPLOYEES MOTIVATION IN THE BANKING SECTOR OF CAMEROON

CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

Job design originated with the rapid scientific and industrial progress in the early 20th century, coinciding with the rise of mass production and assembly line operations. With the increasing specialization of tasks, the importance of having a motivated management of personnel has grown crucial. HR teams in organisations must recognize the significance of job design, as a well-designed work leads to increased employee motivation and performance. According to Cook (2019), the aim of effective job design is to create positions that enable individuals to carry out duties in a secure, efficient, and cost-effective manner, hence promoting the achievement of organizational objectives such as profitability and increased output. Job design, as described by Knapp and Mujtaba (2020), refers to the modification of a job's content and processes in order to enhance an employee's satisfaction, motivation, and productivity. Similarly, Buddhananda (2019) defined job design as the process of establishing the content and processes of a job in a manner that effectively meets the varied requirements of the job holder. However, the design of a job significantly influences employee motivation, job satisfaction, organisational commitment, absenteeism, and turnover. According to Ugboro (2018), effectively structured positions exert a favourable impact on employee intrinsic and extrinsic drive, resulting in enhanced individual and collective organizational achievements, including their affiliation with the organization, consistent fulfilment of job responsibilities, and the manifestation of inventive and spontaneous initiatives. However, theories concerning job design typically centre on modifying or developing the characteristics of an employee's employment in order to enhance their psychological well-being and, consequently, boost their performance results. Furthermore, job design includes a range of employment elements, including internal and external organizational considerations, as well as the arrangement of activities, which impact the nature of work and its efficiency. The concept originates from psychological research and theories of work motivation, with the aim of enhancing employee happiness and performance, hence boosting organizational productivity and efficiency (Campion, Mumford, Morgeson & Nahrgang, 2019). Additionally, the first formulation of motivated directed performance is rooted in Herzberg's Two-Factor theory, which posited a cause-and-effect connection between external or internal work factors and performance (Herzberg, 1966). The author further categorized elements into two distinct types: extrinsic hygienic factors, such as management, working conditions, and salary, and intrinsic motivators, such as recognition, responsibility, and achievement. The theory highlights the importance of addressing both the inner and extrinsic needs of employees in order to motivate them and foster contentment and job satisfaction.  Hackman and Oldham's study was conducted in 1976. The Job Characteristic Model (JCM) serves as the foundation for numerous job design ideas. It expands on the idea of addressing employees' human and mental requirements in order to enhance performance processes (Hackman & Oldham, 1976). The authors illustrated a favourable work structure by outlining five job characteristics (skill variety, task identity, task significance, autonomy, feedback) that enhance intrinsic psychological factors (meaningfulness, responsibility, knowledge of results), leading to increased motivation and improved work performance. Nevertheless, an employee who possesses a comprehensive awareness of the outcomes of their work, a strong feeling of accountability, and a deep appreciation for the significance of their tasks will ultimately experience higher levels of job satisfaction. Therefore, a survey will be conducted in order to evaluate job design as a determinant of employees motivation in the banking sector of Cameroon.

1.2 Statement of the Problem

Organizations in the contemporary period are encountering numerous obstacles as a result of the constantly changing nature of the environment. One of the primary challenges is to inspire its employees to adapt to the always shifting and developing environment, in order to attain success and stay competitive. In order to adhere to organizational norms, employees want a conducive working environment that enables them to operate unhindered, so enabling them to achieve their maximum capabilities. Therefore, organizations must implement a well-defined job design policy to effectively increase employee enthusiasm and commitment. Relatedly, job design fosters engagement with tasks and is believed to have a beneficial effect. This will result in a significant increase in employee job satisfaction, leading to greater commitment to their work, increased motivation to perform at a high level, and a greater propensity to achieve high levels of productivity. These outcomes will ultimately benefit their respective businesses in the long term. Although there have been research on the impact of job design on employee motivation and job performance (Lawler, 2018), there are only a few that have tried to integrate these two interactions into a broader framework that includes job design, employee motivation, and job performance. Vroom (1964) postulated in a theory that individuals' motivation is influenced by their level of desire for a particular outcome and their perception of the likelihood of achieving it. He proposed that motivation is the driving force behind effort, and when paired with an employee's talent and environmental conditions, it leads to performance. Thus, it is in the light of this, the study seeks to evaluate job design as a determinant of employees motivation in the banking sector of Cameroon.

1.3  Objectives of the Study

The main purpose of this study is to evaluate job design as a determinant of employees motivation in the banking sector of Cameroon. Specifically, the study will;

Examine the current job design practices implemented in the banking sector of Cameroon.

Assess the level of employee motivation in the banking sector in Cameroon.

Investigate the relationship between job design and employee motivation in the  banking sector in Cameroon.

Investigate the influence of leadership style on the effectiveness of job design in motivating employees in the banking sector of Cameroon.

1.4 Research Questions 

The following questions have been prepared for the study:

What are the current job design practices implemented in the banking sector of Cameroon?

What is the level of employee motivation in the banking sector of Cameroon?

Is there a relationship between job design and employee motivation in the banking sector of Cameroon?

How does leadership style influence the effectiveness of job design in motivating employees in the banking sector of Cameroon?

1.5 Research Hypotheses

H0: There is no significant relationship between job design and employees motivation in the banking sector of Cameroon.

Ha: Job design significantly determines employee motivation in the banking sector of Cameroon.

1.6 Significance of the Study

The study's results will provide valuable insights for making strategic decisions on the organizational structure, allocation of roles, and enrichment of tasks, ultimately resulting in enhanced staff motivation,retention, productivity, and customer happiness.Furthermore, it will help ensure that employees are aligned with organizational goals and motivated to deliver high-quality service to customers. Additionally, subsequent researchers will use it as a literature review. This means that other students who may decide to conduct studies in this area will have the opportunity to use this study as available literature that can be subjected to critical review. Invariably, the result of the study contributes immensely to the body of academic knowledge with regard to job design as a determinant of employees motivation in the banking sector of Cameroon.

1.7 Scope of the study

The scope of this study is boarded on job design as a determinant of employees motivation in the banking sector of Cameroon. Empirically, this study will examine the current job design practices implemented in the banking sector, assess the level of employee motivation in the banking sector in Cameroon, investigate the relationship between job design and employee motivation and the influence of leadership style on the effectiveness of job design in motivating employees in the banking sector of Cameroon.

Geographically, the study will be delimited to employee in in the banking sector of Cameroon.

1.8 Limitation of the study

In the course of carrying out this study, the researcher experienced some constraints, which included time constraints, financial constraints, language barriers, and the attitude of the respondents. In addition, there was the element of researcher bias. Here, the researcher possessed some biases that may have been reflected in the way the data was collected, the type of people interviewed or sampled, and how the data gathered was interpreted thereafter. The potential for all this to influence the findings and conclusions could not be downplayed. 

More so, the findings of this study are limited to the sample population in the study area, hence they may not be suitable for use in comparison to other schools, local governments, states, and other countries in the world.

1.9 Definition of Terms

Job design: the process of structuring and organizing tasks, responsibilities, and roles in banking jobs to optimize efficiency, productivity, and employee satisfaction

Employee motivation: the internal drive, energy, and commitment that employees exhibit in performing their job duties and achieving organizational goals.

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