THE IMPACT OF ORGANIZATIONAL DESIGN ON EMPLOYEE PERFORMANCE AND JOB SATISFACTION
Abstract
This paper examines how organizational design impacts employee performance and job satisfaction. It covers the structure, processes, and systems that help organizations achieve goals. Employee performance involves productivity, engagement, decision-making, and continuous learning. Job satisfaction is influenced by communication, collaboration, and office design.
Well-designed structures, effective communication and collaboration foster positive relationships, engagement, and problem-solving. It emphasizes recognizing the link between design and knowledge management for success.
In conclusion, organizational design significantly shapes employee performance and job satisfaction.
Downloads
References
Hackman, J. R., & Oldham, G. R. (1980). Work redesign. Reading, MA: Addison-Wesley.
Daft, R. L. (2010). Organization theory and design. Cengage Learning.
Colquitt, J. A., LePine, J. A., & Wesson, M. J. (2010). Organizational behavior: Improving performance and commitment in the workplace. McGraw-Hill.
Borman, W. C. (2004). The concept of organizational citizenship. Current Directions in Psychological Science, 13(6), 238-241.
Akgün, A. E., Lynn, G. S., Yilmaz, C., & Singh, R. (2007). Learning process, innovation and firm performance. Industrial Marketing Management, 36(3), 424-438
Mullins, L. J. (2007). Management and Organisational Behaviour. Pearson Education.
Weber, M. (1947). The theory of social and economic organization. The Free Press.
Robbins, S. P., Coulter, M., & DeCenzo, D. A. (2017). Fundamentals of Management. Pearson.
Grant, R. M. (1996). Toward a knowledge‐ based theory of the firm. Strategic Management Journal, 17(S2), 109-122.
Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. Oxford University Press.
Deci, E. L., & Ryan, R. M. (2000). The" what" and" why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268.
Cameron, K. S., & Quinn, R. E. (2006). Diagnosing and changing organizational culture: Based on the competing values framework. John Wiley & Sons.
Schneider, B., Ehrhart, M. G., & Macey, W. H. (2013). Organizational climate and culture. Annual Review of Psychology, 64, 361-388.
Locke, E. A., & Latham, G. P. (1990). A theory of goal setting & task performance. Prentice- Hall.
Davenport, T. H., & Prusak, L. (2000). Working knowledge: How organizations manage what they know. Harvard Business Press.
Downloads
Published
How to Cite
Issue
Section
License
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
You are free to:
- Share — copy and redistribute the material in any medium or format for any purpose, even commercially.
- Adapt — remix, transform, and build upon the material for any purpose, even commercially.
- The licensor cannot revoke these freedoms as long as you follow the license terms.
Under the following terms:
- Attribution — You must give appropriate credit , provide a link to the license, and indicate if changes were made . You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
Notices:
You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation .
No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rights may limit how you use the material.
