The Effect of Job Design on Employees Performance: A Case of Dire Dawa National Cement Share Company

The aim of this study was to investigate the effect of job design by focusing on five identified components of job characteristics models (autonomy, task significance, task identity, skill variety, and feedback) on employees’ performance of Dire Dawa national cement Share Company. The research used both descriptive and explanatory research designs and applied stratified sampling with simple random technique. In order to obtain primary data, 290 questioners were distributed to a selected sample using the cross-sectional method, of which 215 (74.14%) were returned and found to be valid. And then the data was analyzed by the quantitative research method with the help of SPSS Version 26. However, before the full-scale questionnaire was distributed, a pilot test on the reliability of the measurement was conducted, and overall Cronbach Alpha value of 0.958 was found, indicating the acceptability of the measurement for analysis. Furthermore, from the structured questionnaires distributed, correlation and multiple regressions were conducted to answer the research question. And the result of the study indicated that all the job characteristics model variables have positive and strong correlation with a significant effect on the employee performance of NCSC. However, amongst these variables, autonomy was found to be the leading cause, followed by feedback, task identity, task significance, and skill variety, respectively. Moreover, the majority of NCSC employees perceived their job was designed well, but variation in response and non-optimality were perceived. Thus, in order to have an optimal job design, it is recommended for manufacturing firms like NCSC to consider incorporating all five factors of the job characteristics model into their job design, but special emphasis should be given to autonomy