International Journal of

ADVANCED AND APPLIED SCIENCES

EISSN: 2313-3724, Print ISSN: 2313-626X

Frequency: 12
line decor
  
line decor

 Volume 7, Issue 8 (August 2020), Pages: 65-73

----------------------------------------------

 Original research Paper

 Title: Study on elements of job design to develop high-performance workforce in the Thai garment industry

 Author(s): Arisara Rungrueang 1, *, Napaporn Khantanapha 1, Rapeepun Piriyakul 2

 Affiliation(s):

 1Graduate School of Business Administration, Southeast Asia University, Bangkok, Thailand
 2Faculty of Science, Ramkhamhaeng University, Bangkok, Thailand

  Full Text - PDF          XML

 * Corresponding Author. 

  Corresponding author's ORCID profile: https://orcid.org/0000-0001-8502-9125

 Digital Object Identifier: 

 https://doi.org/10.21833/ijaas.2020.08.008

 Abstract:

The aim of this study was investing the elements of job design in developing the high-performance workforce in the Thai garment industry. Relevant literature and theories were reviewed, along with discussing with experts in the Thai garment industry, to review the conceptual framework and factors obtained from the study. This study is part of the main study that the researcher is currently doing. The results from this study led to the conceptual framework and indicated that the elements of job design include (1) job rotation, (2) job enlargement, and (3) job enrichment. A good job design must be appropriate for each employee by taking into account their health, ability, and working environment, encouraging employees to make their own decisions in the field of their work, promoting employees’ work expertise, and having a flexible and suitable work schedule. In addition, job design can also affect employee involvement because it has both positive and negative impacts on the interaction between employees and the organization. The results from this study will be used to expand the development of additional framework concepts for use in a population study in order to collect data and expand research results in the future. 

 © 2020 The Authors. Published by IASE.

 This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/).

 Keywords: Job design, High-performance workforce, Thai garment industry

 Article History: Received 4 February 2020, Received in revised form 28 April 2020, Accepted 2 May 2020

 Acknowledgment:

No Acknowledgment.

 Compliance with ethical standards

 Conflict of interest: The authors declare that they have no conflict of interest.

 Citation:

 Rungrueang A, Khantanapha N, and Piriyakul R (2020). Study on elements of job design to develop high-performance workforce in the Thai garment industry. International Journal of Advanced and Applied Sciences, 7(8): 65-73

 Permanent Link to this page

 Figures

 Fig. 1 

 Tables

 Table 1 Table 2

----------------------------------------------

 References (42)

  1. Al Naggar SA and Saad MA (2019). The impact of organizational justice on job involvement level on Saudi postal corporation. International Journal of Advanced and Applied Sciences, 6(7): 19-28. https://doi.org/10.21833/ijaas.2019.07.003   [Google Scholar]
  2. Alston M and Vize S (2010). Gender and climate change in the Pacific. Gender, Leadership and Social Sustainability (GLASS) research unit, Monash University, Melbourne, Australia.   [Google Scholar]
  3. Appelbaum E, Bailey T, Berg P, Kalleberg AL, and Bailey TA (2000). Manufacturing advantage: Why high-performance work systems pay off. Cornell University Press, Ithaca, USA.   [Google Scholar]
  4. Aroosiya MACF and Ali MAMH (2014). Impact of job design on employees’ performance (with special reference to school teachers in the Kalmunai Zone). Journal of Management, 8(1): 33. https://doi.org/10.4038/jm.v8i1.7553   [Google Scholar]
  5. Asensio-Cuesta S, Diego-Mas JA, Cremades-Oliver LV, and González-Cruz MC (2012). A method to design job rotation schedules to prevent work-related musculoskeletal disorders in repetitive work. International Journal of Production Research, 50(24): 7467-7478. https://doi.org/10.1080/00207543.2011.653452   [Google Scholar]
  6. Ashton DN and Sung J (2002). Supporting workplace learning for high performance working. International Labour Organization, Geneva, Switzerland.   [Google Scholar]
  7. Ayub N and Rafif S (2011). The relationship between work motivation and job satisfaction. Pakistan Business Review, 13(2): 332-347.   [Google Scholar]
  8. Barnes W (2012). Path dependence and behavorial lock-in at work: The challenge of sustaining high performance work systems in the US. Journal of Business and Economics Research, 10(6): 325-332. https://doi.org/10.19030/jber.v10i6.7023   [Google Scholar]
  9. Barney J (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1): 99-120. https://doi.org/10.1177/014920639101700108   [Google Scholar]
  10. Boxall P and Purcell J (2000). Strategic human resource management: Where have we come from and where should we be going? International Journal of Management Reviews, 2(2): 183-203. https://doi.org/10.1111/1468-2370.00037   [Google Scholar]
  11. Carmeli A, Gelbard R, and Gefen D (2010). The importance of innovation leadership in cultivating strategic fit and enhancing firm performance. The Leadership Quarterly, 21(3): 339-349. https://doi.org/10.1016/j.leaqua.2010.03.001   [Google Scholar]
  12. Cheng JC and Ma LY (2013). A BIM-based system for demolition and renovation waste estimation and planning. Waste Management, 33(6): 1539-1551. https://doi.org/10.1016/j.wasman.2013.01.001   [Google Scholar] PMid:23490358
  13. Dymock D and McCarthy C (2006). Towards a learning organization? Employee perceptions. The Learning Organization, 13: 525-537. https://doi.org/10.1108/09696470610680017   [Google Scholar]
  14. Eamurai P, Khantanapha N, and Rapepun P (2019). A study of factors that affect the self-practice of employees for the development of innovation capability of the Thai automotive industry. International Journal of Advanced and Applied Sciences, 6(8): 111-118. https://doi.org/10.21833/ijaas.2019.08.015   [Google Scholar]
  15. Faems D, Sels L, De Winne S, and Maes J (2005). The effect of individual HR domains on financial performance: Evidence from Belgian small businesses. The International Journal of Human Resource Management, 16(5): 676-700. https://doi.org/10.1080/09585190500082790   [Google Scholar]
  16. Handy CB (1993). Understanding organizations. Oxford University Press, New York, USA.   [Google Scholar]
  17. Hsieh AT and Chao HY (2004). A reassessment of the relationship between job specialization, job rotation and job burnout: Example of Taiwan's high-technology industry. The International Journal of Human Resource Management, 15(6): 1108-1123. https://doi.org/10.1080/09585190410001677331   [Google Scholar]
  18. Isiavwe D, Ogbari M, Ogunnaike O, and Ade-Turton D (2015). The role of business strategy in accomplishing organization mission in Nigerian manufacturing companies. SSRN Electronic Journal, 7: 120-127. https://doi.org/10.2139/ssrn.3047817   [Google Scholar]
  19. Kalleberg AL, Marsden PV, Reynolds J, and Knoke D (2006). Beyond profit? Sectoral differences in high-performance work practices. Work and Occupations, 33(3): 271-302. https://doi.org/10.1177/0730888406290049   [Google Scholar]
  20. Karatepe OM (2013). High-performance work practices and hotel employee performance: The mediation of work engagement. International Journal of Hospitality Management, 32: 132-140. https://doi.org/10.1016/j.ijhm.2012.05.003   [Google Scholar]
  21. Karim F and Rehman O (2012). Impact of job satisfaction, perceived organizational justice and employee empowerment on organizational commitment in semi-government organizations of Pakistan. Journal of Business Studies Quarterly, 3: 92-104.   [Google Scholar]
  22. Khan MK, Tariq H, Hamayoun AA, and Bhutta MH (2014). Enhancing organizational commitment through employee empowerment: Empirical evidence from telecom sector employees. Middle-East Journal of Scientific Research, 21(1): 148-157.   [Google Scholar]
  23. Kopec KO, Alva V, and Lupas AN (2011). Bioinformatics of the TULIP domain superfamily. Biochemical Society Transactions, 39(4): 1033–1038. https://doi.org/10.1042/BST0391033   [Google Scholar] PMid:21787343
  24. Nguyen TL, Tai DH, Quynh DM, and Giang PX (2019). Macro factors affecting human resource quality in Dong Nai industrial parks. International Journal of Advanced and Applied Sciences, 6(7): 1-9. https://doi.org/10.21833/ijaas.2019.07.001   [Google Scholar]
  25. Okhato PS and Wanyoike DM (2015). Effect of part-time lecturers on effective utilization of resources by public universities in Nakuru County. The International Journal of Economics, Commerce and Management United Kingdom, 3(5): 746-763.   [Google Scholar]
  26. Patel PC and Conklin B (2012). Perceived labor productivity in small firms-The effects of high–performance work systems and group culture through employee retention. Entrepreneurship Theory and Practice, 36(2): 205-235. https://doi.org/10.1111/j.1540-6520.2010.00404.x   [Google Scholar]
  27. Porter ME (1980). Competitive strategy: Techniques for analyzing industries and competitors. Free Press, New York, USA.   [Google Scholar]
  28. Purcell J (1999). Best practice and best fit: Chimera or cul‐de‐sac? Human Resource Management Journal, 9(3): 26-41. https://doi.org/10.1111/j.1748-8583.1999.tb00201.x   [Google Scholar]
  29. Ramsay H, Scholarios D, and Harley B (2000). Employees and high‐performance work systems: Testing inside the black box. British Journal of Industrial Relations, 38(4): 501-531. https://doi.org/10.1111/1467-8543.00178   [Google Scholar]
  30. Rao BP and Shetty RG (2017). Case study on job satisfaction of subcontractors: Marine project. International Journal of Advanced and Applied Sciences, 4(1): 23-27. https://doi.org/10.21833/ijaas.2017.01.004   [Google Scholar]
  31. Rich BL, Lepine JA, and Crawford ER (2010). Job engagement: Antecedents and effects on job performance. Academy of Management Journal, 53(3): 617-635. https://doi.org/10.5465/amj.2010.51468988   [Google Scholar]
  32. Sahoo CK, Behera N, and Tripathy SK (2010). Employee empowerment and individual commitment: An analysis from integrative review of research. Employment Relations Record, 10: 40-56.   [Google Scholar]
  33. Saifullah N, Alam M, Zafar MW, and Humayon AA (2015). Job satisfaction: A contest between human and organisational behaviour. International Journal of Economic Research, 6(1): 46-56.   [Google Scholar]
  34. Saragih R, Rahayu A, and Wibowo LA (2017). External environment impact on business performance in digital creative industry: Dynamic capability as mediating variable. International Journal of Advanced and Applied Sciences, 4(9): 61-69. https://doi.org/10.21833/ijaas.2017.09.008   [Google Scholar]
  35. Sarikwal L and Gupta J (2013). The impact of high performance work practices and organisational citizenship behaviour on turnover intentions. Journal of Strategic Human Resource Management, 2(3): 11-19.   [Google Scholar]
  36. Schaufeli WB and Bakker AB (2001). Werk en welbevinden: Naar een positieve benadering in de Arbeids-en Gezondheidspsychologie. Gedrag and Organisatie, 14(5): 229-253.   [Google Scholar]
  37. Siqueira MMM and Padovam VAR (2008). Bases teóricas de bem-estar subjetivo, bem-estar psicológico e bem-estar no trabalho. Psicologia: Teoria e Pesquisa, 24(2): 201-209. https://doi.org/10.1590/S0102-37722008000200010   [Google Scholar]
  38. Sofijanova E and Zabijakin-Chatleska V (2013). Employee involvement and organizational performance: Evidence from the manufacturing sector in Republic of Macedonia. Trakia Journal of Sciences, 11: 31-36.   [Google Scholar]
  39. Spreitzer GM (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38(5): 1442-1465. https://doi.org/10.5465/256865   [Google Scholar]
  40. Tamkin P (2004). High performance work practices. Institute for Employment Studies, Brighton, UK.   [Google Scholar]
  41. Uyar AS and Deniz N (2012). The perceptions of entrepreneurs on the strategic role of human resource management. Procedia-Social and Behavioral Sciences, 58: 914-923. https://doi.org/10.1016/j.sbspro.2012.09.1070   [Google Scholar]
  42. Weldy TG (2009). Learning organization and transfer: Strategies for improving performance. The Learning Organization, 16: 58-68. https://doi.org/10.1108/09696470910927678   [Google Scholar]