Relationship between job design and performance of employees in the Cooperative Bank in Juba, South Sudan. A cross-sectional study.

Résumé

Background:

Theories of job performance suggest that motivation is a key determinant of performance. The aim of the study is to assess the relationship between job design and the performance of employees in a cooperative bank.

 Methodology:

The study was cross-sectional descriptive research, which was beneficial to the 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 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 indicates 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. The 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, fulfilment, and inspiration to employees in working together, setting goals towards 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.