UNDERSTANDING THE EFFECTS OF INTERPERSONAL COMMUNICATION AND TASK DESIGN ON JOB PERFORMANCE AMONG EMPLOYEES IN THE MANUFACTURING COMPANY

on job performance among employees from the manufacturing industry. Methodology: The data is analyzed through a survey (questionnaire) from 152 employees in one of the manufacturing companies in Penang, Malaysia. Hypotheses for all direct effects between the predictors (eg. interpersonal communication and task design) and criterion (job performance) are tested using regression analysis.  Result: Results presented that employees in this company have a high level of job performance (µ = 3.70); interpersonal communication (µ =3.64) and task design (µ =3.66). Also, positive correlations are found between employees’ performance and interpersonal communication (r=.53, p=.00) and task design (r=.54, p=.00). Implications: Thus, this research provided a fruitful knowledge regarding the level of employees’ performance as well as their internal communication and task design; among employees in one of the manufacturing company in Malaysia

THE INFLUENCES OF JOB PERFORMANCE, WORK-LIFE BALANCE AND ORGANIZATIONAL JUSTICE ON EMPLOYEES’ CAREER SATISFACTION

Purpose of study: This study is conducted to identify the relationships between job performance, work-life balance and organizational justice towards employee's career satisfaction from one of the manufacturing companies in the north of Malaysia. Methodology: The study is done by utilizing a random sample of 240 employees in the company. Type of investigation is a correlation study and it is cross-sectional on time horizon. The unit of analysis is an individual level; therefore, all employees in the company have chances to serve as the participants in this study. Data has been analysed from 148 respondents. Results: Results show significant and positive relationships between job performance, work-life balance and organizational justice towards employees' career satisfaction. Organizational justice is the most significant factor in career satisfaction in this study (β=.83, p=.00). Other factors such as job performance (β=.71, p=.00), and work-life balance (β=.71, p=.00) also positively correlated with employees’ career satisfaction. Implications/Applications: These significant results imply that managers should provide good elements of justice in the company to raise the level of their employee's career satisfaction. At the same time, the employees should maintain a higher level of job performance as well as to manage the good working life balance in them