New model of job design: motivating employees' performance
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
:Emerald Group Publishing Limited
Copyright © 2006, Emerald Group Publishing Limited