Mohsin Ali Raza Roll # 44 Supervisor: Sir Musarat Nawaz

Hailey College of Commerce

University of the Punjab, Lahore, Pakistan

Dejobbing

Job enlargement

Job rotation

Job enrichment

Job satisfaction

Motivation

Organizational commitment

Presentation Outline
Introduction Objectives and Significance Literature Review Research Methodology Data Analysis Findings and conclusion Discussion of the study Questions?
3

Organizations are facing new challenges. The term JOB needed to be redefine Future trends are towards Dejobbing. Approaches toward Dejobbing. Satisfied and motivated employees are the prerequisite for success Attributes of pubic sector of Pakistan (khan, 2005)

OBJECTIVES AND SIGNIFICANCE OF THE STUDY

To understand how employees perceive changes in traditional specific job designs, and to observe the degree of job redesign practices happening in government organizations of Pakistan. To understand the impact of job rotation, job enlargement and job enrichment on employee's motivation, job satisfaction and organizational commitment. The research is conducted in public sector which was neglected in past. The research is helpful in identifying effective job designs. The research is useful to develop acceptable job designs for public sector.

LITERATURE REVIEW
Dejobbing Job Rotation Job Enlargement Job Enrichment Motivation Job Satisfaction Organizational Commitment
Bridges(1994), Dessler (2005) (Earney & Martins, 2009). Eriksson and Ortega (2004, p.1), Huang (1999) "(Dessler, 2005, p.138), Donaldson (1975) (Dessler, 2005, p.138). (Hackman & Oldham, 1976) Luthan (1998) Spector (1997, p.2), Arvey et al (1989) Meyer and Allen (1984)
6

RESEARCH DESIGN
Industry Population and Sampling Type of Investigation Study Settings SamplingTechnique Instrument Data Collection Response Rate Data AnalysisTool Statistics for the Research Ethical Rigor
7

HYPOTHESIS STATEMENTS
H1: There is a significant relation between job enlargement and motivation. H2: There is a significant relation between job enlargement and job satisfaction. H3: There is a significant relation between job enlargement and organizational commitment. H4: There is a significant relation between job rotation and motivation. H5: There is a significant relation between job rotation and job satisfaction. H6: There is a significant relation between job rotation and organizational commitment. H7: There is a significant relation between job enrichment and motivation. H8: There is a significant relation between job enrichment and job satisfaction. H9: There is a significant relation between job enrichment and organizational commitment. H10: Job enlargement, job rotation and job enrichment are the predictors of motivation. H11: Job enlargement, job rotation and job enrichment are the predictors of job satisfaction. H12: Job enlargement, job rotation and job enrichment are the predictors of organizational commitment.
8

Descriptive Statistics
Mean Job enlargement Job rotation Job enrichment Motivation Job satisfaction Organizational commitment 3.5375 3.2271 3.4292 3.3596 3.4760 3.2561 Std. Deviation .86927 .98746 .70551 1.15332 .49601 .40160 N 534 534 534 534 534 534

Correlations
Organizational Motivation Job satisfaction
-.050 .252

commitment
Pearson Correlation -.158(**) .000 -.031 .471

Job enlargement
Sig. (2-tailed)

Pearson Correlation

.045

.353(**)

.371(**)

Job rotation
Sig. (2-tailed) .297 .000 .000

Pearson Correlation

.354(**)

.514(**)

.554(**)

Job enrichment
Sig. (2-tailed) .000 .000 .000
10

** 0.01 level All these values are significant at theCorrelation is significant at the 0.01 level (2-tailed). * Correlation is significant at the 0.05 level (2-tailed).

MODEL 1: M = + 1X1 + 2X2+ 3X3

Un standardized Coefficients
B Std. Error

Standardized Coefficients Beta

t
B

Sig.
Std. Error

(Constant)
Job enlargement Job rotation

.110

.294

.375

.708

.038

.049

.029

.773

.440

.184

.048

.158

3.855

.000

Job
enrichment Dependent Variable: Motivation

.735

.067

.448

10.894

.000

All these values are significant at the 0.01 level

** Correlation is significant at the 0.01 level (2-tailed).

11

MODEL 2: JS = + 1X1 + 2X2+ 3X3

Un standardized Coefficients
B Std. Error

Standardized Coefficients Beta

t
B

Sig.
Std. Error

(Constant) Job

2.010

.123

16.349

.000

.008

.021

.015

.410

.682

enlargement Job rotation Job

.344 .028 .486 12.192 .000 .080 .020 .159 3.999 .000

enrichment
Dependent Variable: Job satisfaction
12

MODEL 3: OC = + 1X1 + 2X2+ 3X3

Standardized

Un standardized Coefficients B (Constant) Job enlargement 2.842 Std. Error .111

Coefficients
Beta

t B 25.552

Sig. Std. Error .000

-.054

.019

-.117

-2.899

.004

Job rotation
Job enrichment

-.055

.018

-.136

-3.048

.002

.228

.026

.400

8.945

.000

Dependent Variable: Organizational commitment ** Correlation is significant at the 0.01 level (2-tailed).
13

Dejobbing in public sector of Pakistan is empirically supported Job enlargement was found to have inverse relationship with job satisfaction, motivation and organizational commitment. Job rotation was found to have positive relationships with motivation and job satisfaction but inversely related with organizational commitment

The relationship between job enrichment and all other variables was considerably positive.
14

 Study is helpful for managers of public sector to understand favorable work characteristics

The study suggest that variety of work, responsibility, challenge, autonomy, freedom, recognition, participative decision making and fair opportunities of growth are the important factors to increase employees morale, job satisfaction and loyalty.
The study sets the foundations for further research at more advance levels by taking into consideration more variables at group bases.
15

 Job enlargement should be linked with compensation and benefits. Job rotation can be considered as good intervention for beginners to learn about various jobs aspects.

Job enrichment is proposed effective design in public sector of Pakistan

Job descriptions should be based on employees

skills and competencies rather than job positions

16

The study is cross sectional in nature therefore its findings cannot be generalize for longitudinal studies The respondents were occasionally briefed regarding the questionnaire because of their inability t0 understand The reliability value of job enlargement questions were comparatively low Many important mediating variables are ignored in this study such as supervisors characteristics, and social relationships. Study is conducted in just public sector.
17

18