Restaurant Business

ISSN:0097-8043
Vol-118-Issue-9-September-2019

Influence Of Job Characteristic’s Construct On Job Performance Among The

Employees Of Restaurants

Dr. P.Balathandayutham
Assistant Professor, Department of Business Administration,
Annamalai University, Chidambaram

Dr. K. Anandanatarajan
Associate Professor, Department of Business Administration,
Annamalai University, Chidambaram

ABSTRACT
Assessment of how the constructs of job characteristics influence job performance is the

main aim of this study. Data was collected through simple random sampling. The restaurants of

Chidambaram were the area selected for the study and 100 samples were collected from those

industries Data was collected through simple random sampling. The collected data was

summarized in SPSS. Data was analyzed through regression in order to find out the influence.

Findings of the study exhibited the result that construct of job characteristics except that of task

identity all other dimensions are influenced higher job performance.

Keyword: Job Characteristics, Job Performance

Introduction

Hacknam and Oldham (1976) framed a model of job characteristics. This model provided

a clarification regarding the archetype of job attributes. The model proposed by the authors gave

an explanation that certain constructs of job characteristics, in some way or the other, positively

or negatively influence the job performance of the workers. As per the words of these authors,

five constructs ascertain the job situations directly. These five constructs are the tools for

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Restaurant Business
ISSN:0097-8043
Vol-118-Issue-9-September-2019

promoting the desire and job satisfaction levels of the employees. The behavior that the

employees exhibit at their work place refers to the employee’s satisfaction and desire.

Optimistic or positive results in job are expected from five dimensions of job according

the model of job characteristics. They include; task significance, autonomy, task identity

feedback and skill variety.

Autonomy refers to the feature of the job that assists the employee to perform his

own work; the feature that helps to enhancement of the workers is task significance; skill variety

means the requirements that are needed for a job; task identity is the feature that determines the

job’s nature; and finally feedback gives the details regarding the performance of employees

(Sarata and Jeppersen, 1997).

Research Background

Hackman and Lawler’s (1971, p.267) model of job characteristics is regarded as the most

momentous model related with job designing. As per this model, job characteristics is

categorized into six dimensions which include friendship opportunities, feedback, variety, task

identity, autonomy and dealing with others. As per Sadler smith et al., (2003), one among the

above factors of job designing influences feeling, attitude and beliefs of the employees of the

organization.

Campbell defines performance as the activities done by an employee or the actions taken

by him. Job outcomes of the employee are determined by his performance. Apart from the

performance of the employee, several other factors also determine the employee’s job outcomes.

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Restaurant Business
ISSN:0097-8043
Vol-118-Issue-9-September-2019

Campbell provided a clear clarification on performance. It deals not only with the

physical activities of an employee, but also deals with the employee’s ability to handle a

situation and take decisions wherever necessary. Control has to be exerted by an individual on

his physical as well as psychological activities.

One important feature of job performance is that goal has to be related to it. It can also be

alleged that the performance of the employee has to be closely linked or made line with the

organizational commitment in that job area.

Assessment of how the constructs of job characteristics influence job performance is the

main aim of this study.

Although several other authors have demonstrated a positive relationship between job

characteristics and different kinds of performance, little research has yet been conducted towards

the role of these characteristics in the specific domain of chemical employee’s job performance.

The influence of job characteristics on job performance is currently lacking.

Review of literature

A conceptual framework was framed and utilized by Hackman and Lawler in 1971. It

underscored the significance of the "fit" amidst job characteristics and the individual. Data was

gathered from the workers of telephone organizations. Sample size was fixed at 208. The data

consisted of nearly 33% female and 62 bosses. The results of the study showed that job

fulfillment was more on autonomy, variety, feedback task identity when compared with other

characteristics of job. It was also inferred that the view of workers regarding their jobs

manipulated the dispositions and behaviors related with business.

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Restaurant Business
ISSN:0097-8043
Vol-118-Issue-9-September-2019

Emin Kahya (2007) had stated, in performance evaluation literature that though the

amalgamation of several variables such as gender, age, observation time, experience and

interpersonal influence has been broadly taken into consideration in examining performance of

employees, there exists no study regarding the influence of conditions in work place on job

performance. the study made by Emin Kahya portrays the influence of job characteristics

(physical efforts and job grade), and working conditions (environmental conditions and hazards)

in addition to experience and education level on contextual performance and task performance.

This research was done in a medium sized production concern which manufactured cabins for

tractors. The research sample consisted of 154 workers in 18 teams. Employee’s task

performance was measured by using seven criteria and contextual performance was measured

using 16 criteria. analysis of data was done using multiple regressions and Correlation. The

outcome of the research showed that there existed considerable relationships among employee

performance and both job grade and environmental conditions. employees performance was seen

to decrease due to poor workplace conditions like physical efforts, environmental conditions, and

hazards.

Research Methodology

Data was collected through simple random sampling. Sample size was fixed at 100 and

the sample area was Chidambaram. The collected data was summarized in SPSS. This research

was done to examine the job characteristics of the employees of restaurants.

Hacknam and Oldham’s (1971) Job characteristics scale: In this, the items are assessed

using five point likert scale. The initial fifteen items ranged from “strongly disagree” to strongly

agrees”. It was measured using five point likert scale.

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Restaurant Business
ISSN:0097-8043
Vol-118-Issue-9-September-2019

Allen and Meyer’s (1990) Organisational Commitment scale: Azman’s (2009) Job

Performance scale: this scale includes 14 items which were used in the study. This scale ranged

from “strongly disagree” to strongly agrees”. It was measured using five point likert scale.

Analysis and Interpretation

REGRESSION

Adjusted
R R Square F Sig.
R Square

.707(a) .500 .473 18.775 .000(a)

a Predictors: (Constant), autonomy, task significance, skill variety, task identity and feedback.

Coefficients(a)

Unstandardized Standardized
Coefficients Coefficients
t Sig.
B Std. Error Beta

(Constant) .187 .570 .328 .744

Autonomy .218 .111 .148 1.968 .050

Task significance .185 .089 .172 2.091 .039

Skill variety .386 .130 .392 2.972 .004

Task identity -.056 .082 -.057 -.687 .494

Feedback .236 .109 .282 2.164 .033

Dependent Variable: Job Performance

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Restaurant Business
ISSN:0097-8043
Vol-118-Issue-9-September-2019

Results from the above table indicated that all the dimensions of job characteristics

together accounted for 50 % variance in Job performance, with F = 18.775, P< .001). All the

dimensions of job characteristics other than task identity significantly influenced Job

performance.

Above table presents the Multiple Correlation (R = .707), the Multiple Correlation

squared (R² = .500), the adjusted Multiple Correlation squared (adj.R² = .473), and the Standard

Error of the Estimate. The multiple correlations squared represent the amount of variance in the

outcome which is accounted for by the predictors; here, 50% of the variance in job performance

is. However, the multiple correlation squared is a positive, and therefore, the adjusted R² is

appropriate. The summary table, indicates that our model's R² is significantly different from zero,

F = 18.775, P< .001.

It is deduced from the coefficients table. This table provides the regression analysis that

among the independent variables taken for the study, significantly influence job performance.

The coefficient is positive which would indicate that 4 factors are related to higher job

performance. This result also makes sense. This would seem to indicate that the percentage of

job performance with 4 factors is predicting job performance.

The results of regression show that task identity does not significantly predict the job

performance. This study was carried out in Chidambaram, Cuddalore district. This is a semi-

urban area. The people of semi-urban areas generally do not possess the knowledge of the formal

way of completing a task. Moreover, there are even some people who do not have the capacity to

identify and solve the problem in a proper method.

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Restaurant Business
ISSN:0097-8043
Vol-118-Issue-9-September-2019

Conclusion

The results of the study showed that the dimensions of job characteristics like task

significance, feedback, skill variety and autonomy predicted the performance of job. It was only

task identity that did not predict job performance. This research also predicts 50 % sturdy

influence of job characteristics over Job performance.

The current study has few limitations that can be rectified in future. This research

concentrated only on restaurants in Chidambaram. Future research can be carried out regarding

guest satisfaction in hotels.

Reference

Allen, N.J. and Meyer, J.P. (1990), “The Measurement and Antecedents of Affective,
Continuance and Normative Commitment to the Organization”, The Journal of
Occupational Psychology, 63, 18.

Campbell, J. P. (1990), “Modeling the Performance Prediction Problem in Industrial and

Organizational Psychology”, in M. D. Dunnette and L. M. Hough (eds),
Handbook of Industrial and Organizational Psychology. PaloAlto: Consulting
Psychologists Press. 1. 687-732.

Emin Kahya (2007), “The Effects of Job Characteristics and Working Conditions on Job
Performance”, International Journal of Industrial Ergonomics, 37, 515–523

Hackman, J. R. and Oldham, G. R. (1976), “Motivation through the Design of Work:

Test of a Theory”, Organizational Behavior and Human Performance, 16,
250-279.

Hackman, J. R., and Lawler, E. E. (1971), “Employees’ Reaction to Job Characteristics”,

Journal of Applied Psychology, 34, 299-286.

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