Operational Work System Design and Staff Performance in the Nigerian Construction Industry

Abstract

A B S T R A C T Objective:The study investigated the impact of operational work system design on staff performance in selected construction firms in Nigeria. Research Design & Methods:The study used primary data gathered with the use of a 5-point Likert scale questionnaire format administered to 138 respondents. A hypothesis was postulated to test the significance of the research problem. Data analysis was carried out using correlation and multiple regression analysis which proved the significance of the alternative hypothesis as a result of testing the hypothesis. Findings: The findings show that there is a significant relationship between operational work system design and staff performance. The study concludes that operational job design can be advanced as a motivation tool, which is non-monetary in nature, to improve staff performance. Implications & Recommendations:A key drive to improve performance is the satisfaction of staff coupled with an outstanding operational job design which takes into consideration the total physical and mental well-being of staff and its interaction with other organisational factors. The study recommends, among others, that there should be active participation of staff in the design of work in the organisation. Contribution & Value Added:The study provides an empirical approach to enhancing performance in the construction industry and thereby developing an indigenous firm to compete favourably on a growing market. Article type: research paper

Entrepreneurial orientation and performance in SMEs

“…Structural infrastructure capability embodies the work-system design, the reward and compensation and the organisational structure (Isichei and Ayandele, 2017; Nielsen and Momeni, 2016; Yang and Chen, 2007). The work-system design in the organisation provides the employees with the needed capacity required to think and contribute effectively to the growth of the organisation (Isichei and Ayandele, 2017).…”

“…Structural infrastructure capability embodies the work-system design, the reward and compensation and the organisational structure (Isichei and Ayandele, 2017; Nielsen and Momeni, 2016; Yang and Chen, 2007). The work-system design in the organisation provides the employees with the needed capacity required to think and contribute effectively to the growth of the organisation (Isichei and Ayandele, 2017). The way the work system in an organisation is designed is critical to driving employees' innovativeness and creativity, and allows the organisation to effectively take advantage of its skilled employees to leverage its available resources to achieve great results, most notably through its technological architecture (Gold et al , 2001; Isichei and Ayandele, 2017; Walczak, 2005).…”

“…Further, Nonaka (1994) noted that the structure of the organisation should be knowledge-driven, as this helps improve its capacity to contribute favourably towards improving performance. This will require a dynamic and flatter structure that allows for developing employees, directly or indirectly, and allows them to explore their abilities in the interests of the organisation (Isichei and Ayandele, 2017; Sutton, 2001). Organisations that allow for team participation have been found to be effective in improving performance (Onyekwelu et al , 2018; Shouvik and Mohammed, 2018).…”

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“…Job design entails organising work activities, tasks and accountabilities in such a way as to ensure clarity, to HRM Practices and Organisational Performance reduce the duplication of functions and monotony and to ensure workers are gratified with their job. It involves organising different activities or components to create cognisance about job necessities, the wellbeing of the employees and the environment (Isichei & Ayandele, 2017;Opatha, 2002).…”

Mediating Effect of Leaders’ Behaviour on Organisational Knowledge Sharing and Manufacturing Firms’ Competitiveness

“…Work design is concerned about how activities are systematically arranged to become full jobs in an organisation, as it is a strategic arrangement of jobs, obligations, and accountabilities to accomplish desired ends (Isichei & Ayandele, 2017;Nielsen & Momeni, 2016). It consists of work elements that form the interior and exterior corporate features, the arrangement of responsibilities, the activities of employees, and work processes (Campion et al, 2005).…”