Job design refers to the process of organizing the tasks related to a specific job. All types of job roles have specific roles and responsibilities associated with it and those roles and responsibilities are related to specific tasks. According to Van den Broeck and Parker (2017), an effective job design helps an employee understand the roles and responsibilities associated with his or her job position, the tasks the person needs to perform and the person also identifies how these tasks need to be performed. For this reason, researchers like Al-Musadieq et al. (2018), opine that effective job design can help increase the productivity of the employees of an organization. On the other hand, it has been revealed in studies that ineffective job design in organizations can lead to low productivity of the employees and the employees fail to organize their tasks and they also cannot perform their works effectively (Yeves et al. 2019). For this reason, according to Alias et al. (2018), ineffective job design can lead to lack of motivation, increase of employee turnover rate and low satisfaction rate of the employees. For this reason, all business organizations need to make efforts for developing appropriate job design for managing the performance of their employees.
The banking organizations of the United Kingdom often face various challenges in managing the performance of the employees of the organization. Employee dissatisfaction, low productivity of the employees, absenteeism in teams and high employee turnover are common issues in the banking sector of the United Kingdom (Lim et al. 2017). Ineffective job design can also be a major reason behind the low productivity and the employee dissatisfaction in the banking organizations of the UK. According to Raub (2018), ineffective job design often creates confusion among the employees regarding the processes of performing different tasks. Along with that, the employees also fail to understand the specific responsibilities that they need to perform. As a result of it, it becomes difficult for them to perform their roles and responsibilities effectively. Therefore, it will not be wrong to say that the lack of job design can be a major reason behind the low productivity of the employees in the banking organizations of the United Kingdom.
On the other hand, some small organizations also do not create appropriate job design and therefore, the managers of those organizations often force the employees to perform additional works that are not included in their responsibilities (Lim et al. 2017). This type of issues also leads to employee dissatisfaction and high employee turnover rate in those organizations. In case, an organization fail to retain tits skilled employees, it might become difficult for the organization to deliver high quality services to the clients. Considering all these facts, it can be said that the banking organizations of the United Kingdom also need to develop effective job designs for making the employees aware of their responsibilities and the ways they need to perform their works. In this process, it might become easier for the banking organizations to manage their performance issues.
References
Van den Broeck, A. and Parker, S.K., 2017. Job and work design.
Al-Musadieq, M., Raharjo, K., Solimun, S. and Achmad Rinaldo Fernandes, A., 2018. The mediating effect of work motivation on the influence of job design and organizational culture against HR performance. Journal of Management Development, 37(6), pp.452-469.
Yeves, J., Bargsted, M. and Ramírez-Vielma, R., 2019. Professional self-efficacy and job satisfaction: The mediator role of work design. Revista de Psicología del Trabajo y de las Organizaciones, 35(3), pp.157-163.
Raub, S.P., 2018. Perceived insider status and job design predict job attitudes and work performance of restaurant employees. Journal of Hospitality & Tourism Research, 42(6), pp.880-903.
Alias, N.E., Othman, R., Hamid, L.A., Salwey, N.S., Romaiha, N.R., Samad, K.A. and Masdek, N.R.N., 2018. Managing job design: The roles of job rotation, job enlargement and job enrichment on job satisfaction. Journal of Economic & Management Perspectives, 12(1), pp.397-401.
Lim, C.Y., Woods, M., Humphrey, C. and Seow, J.L., 2017. The paradoxes of risk management in the banking sector. The British Accounting Review, 49(1), pp.75-90.
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