Job Design Techniques and Employee Performance in Public Universities: A Case of Jomo Kenyatta University of Agriculture and Technology, Kenya
Abstract
Optimizing employee performance is paramount for institutional success in the dynamic and competitive landscape of higher education. This study investigates the relationship between job design techniques, job rotation, job enrichment, job enlargement, and job simplification, and the performance of non-teaching staff at Jomo Kenyatta University of Agriculture and Technology (JKUAT), Kenya. Grounded in motivational and organizational behavior theories, the study employed a descriptive research design targeting a population of 1,568 non-teaching staff. A sample of 373 was determined using the Yamane formula, with 264 respondents successfully reached, yielding a 70.7% response rate. Data was collected via a structured online questionnaire and analyzed using both descriptive (mean, standard deviation) and inferential statistics (Pearson correlation, multiple linear regression). Descriptive statistics revealed that job simplification, job enlargement, and job enrichment were the most prevalent job design techniques. Correlation analysis indicated significant positive relationships between all four job design techniques and employee performance. However, regression analysis provided a nuanced picture: job rotation (β=0.435, p<0.05), job enrichment (β=0.350, p<0.05), and job simplification (β=0.213, p<0.05) had statistically significant positive effects on performance. Findings reveal that job enrichment significantly improves employee motivation, job enlargement enhances task efficiency, and job rotation promotes skill diversity and adaptability. Collectively, these techniques positively influence employee performance, though their effectiveness varies depending on contextual factors. The study concludes that universities and similar institutions should integrate comprehensive job design strategies to optimize human capital productivity. Practical recommendations for policy makers, managers, and academic leaders are provided, alongside suggestions for future research.
Keywords: Job Design Techniques, Employee Performance, Public Universities, Jomo Kenyatta University of Agriculture and Technology, Kenya
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