EXPLORING THE RELATIONSHIP BETWEEN JOB AUTONOMY AND JOB PERFORMANCE AMONG EMPLOYEES OF THE FEDERAL INLAND REVENUE SERVICE (FIRS)

Abstract

This study examines the relationship between job autonomy and employee performance. Job autonomy, defined as the independence and discretion granted to employees in organising tasks, making decisions, and selecting work methods, constitutes a fundamental element of work design that is hypothesised to support alignment between task requirements and individual capabilities. A survey research design was employed, with data collected from 150 employees of the Federal Inland Revenue Service (FIRS) in Lagos, Nigeria, selected through stratified and simple random sampling. A structured questionnaire incorporating validated scales measured both constructs, and Pearson’s correlation analysis produced a statistically significant, moderate positive association (r = .529, p = .005), leading to rejection of the null hypothesis. These results indicate that higher levels of job autonomy correspond with improved job performance. Practical implications include introducing greater discretion in task management, expanding decision-making latitude, revising rigid procedures, and implementing manager training on effective delegation; such measures could inform job design reforms aimed at enhancing engagement and organisational effectiveness within public sector agencies.