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New model of job design: motivating employees' performance

Pooja Garg (Department of Humanities and Social Sciences, Indian Institute of Technology Roorkee, Roorkee, Uttaranchal, India)
Renu Rastogi (Department of Humanities and Social Sciences, Indian Institute of Technology Roorkee, Roorkee, Uttaranchal, India)

Journal of Management Development

ISSN: 0262-1711

Article publication date: 1 July 2006

Abstract

Purpose

The paper aims to identify the key issues of job design research and practice to motivate employees' performance.

Design/methodology/approach

The conceptual model of Hackman and Oldham's job characteristics has been adopted to motivate employees' performance.

Findings

The paper finds that a dynamic managerial learning framework is required in order to enhance employees' performance to meet global challenges.

Practical implications

Traditional outcomes will certainly remain central to the agenda. But some wider developments are to be incorporated within organizational systems so as to motivate employees for better performance.

Originality/value

The paper may be of value to researchers and practitioners in the management development field for offering enhanced jobs to employees leading to improved performance.

Keywords

Citation

Garg, P. and Rastogi, R. (2006), "New model of job design: motivating employees' performance", Journal of Management Development, Vol. 25 No. 6, pp. 572-587. https://doi.org/10.1108/02621710610670137

Publisher

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Emerald Group Publishing Limited

Copyright © 2006, Emerald Group Publishing Limited