The purpose of this study was to examine the effects of job design on employee performance through the mediation role of employee motivation in Dashen Bank with reference in branches in Bahir-Dar district and which factors of job design highly influence on employees’ performance in the organization. To analyze this condition, one hypothesis was formulated using deductive approach. The study was conducted by using a random sample of 40 branches of Dashen Bank in Bahir-Dar district. Type of investigation was cross-sectional on time horizon. The unit of analysis was organizational level; each branches. Measures of the study were of good quality after assuring reliability and validity. Data were collected from 283 respondents which was 92.9% response rate. In order to test the hypothesis that was concerned with relationship between perceived level of job design and perceived degree of employees’ performance the Pearson correlation technique was applied. There are two main variables in the study such as Job Design as an independent variable and Employees’ Performance as dependent variable and employee motivation as mediating variable. Skill Variety, Task Identity, Task Significant, Autonomy and Feedback are Dimensions of the Job Design. The result of the study showed a positive relationship between Job Design and Employees’ Performance in Dashen Bank in Bahir-Dar district. The study found that relationship was significant (correlation coefficient was 0.705, that was significant at 0.01 level) implying that each branches should adopt an effective Skill Variety, Task Identity, Task Significant, Autonomy and Feedback in order to improve employees’ performance, and it has appositive relationship between Job Design Employees’ Motivation. The study found that relationship was significant (correlation coefficient was 0.724, that was significant at 0.01 level).The study shows that increases in job design particularly job characteristics or autonomy also increases employees’ motivation. Based on this finding the study recommends that the branches managers should provide a capacity building training on the existing job designs particularly for job characteristics or the degree of autonomy provided with respect to their position.