Employee Motivation Elements in Job Design

Introduction & Background

It is obvious that the world is in constant change process. Markets are growing and becoming more competitive and dynamic. According to Chartered Institute of Personnel and Development (online), the systems and methods that once were effective to hold organisations together are now more likely to prevent communication and demotivate employees. Managers now need to take account of the changing attitudes and expectations of employees. They need to find new ways to organising work so that it allows more flexibility and brings motivation and job satisfaction to employees.

Robinson, I. (2006) argues that motivated employees produce higher levels of performance, are more enthusiastic and committed to the organisation. They are willing to use their skills, participate and contribute to the benefit of the company. By contrast, demotivated employees are likely to be apathetic and to have higher levels of absence. It is self evident that organisational performance is likely to be greater with motivated and engaged employees.

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The concept of job design opens a new perspective to creating a more favourable work environment in which motivated employees will improve and enhance organisational performance.

Aims & Objectives

This project’s objectives are the following: