Hackman and Oldham Model

5 Key excerpts on "Hackman and Oldham Model"

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  Organizational Psychology

  A Scientist-Practitioner Approach

  • Steve M. Jex, Thomas W. Britt(Authors)
  • 2014(Publication Date)
  • Wiley

    (Publisher)

  Not all of the early job-enrichment programs were successful, however (Griffin & McMahan, 1994). One of the reasons is that early job-enrichment programs were conducted under the assumption that everyone would be motivated by having their jobs enriched. Given the vast number of ways in which humans differ, this would appear to be a rather naïve assumption at best. Early job enrichment represented a rather narrow and imprecise way of designing jobs to enhance motivation. Although vertical loading may make sense in some cases, there may also be other ways that jobs could be changed in order to enhance motivation. It is largely in response to these two criticisms of job enrichment that the next approach to job design evolved.

  The Job Characteristics Approach to Job Design

  As you recall from Chapter 9, Hackman and Oldham's (1980) Job Characteristics Theory posits that most jobs can be described according to these core dimensions: autonomy, variety, significance, feedback, and identity. Furthermore, to the extent that these core dimensions are present, people will tend to experience their jobs as psychologically meaningful, feel a sense of responsibility about their work, and have an understanding of how they are performing their jobs. If people experience these positive psychological states, a number of positive outcomes will occur, one of which is high internal motivation. Hackman and Oldham proposed that this model would only be applicable for those with high growth-need strength, and, more recently, it has been proposed that satisfaction with the work context (e.g., pay, working conditions) is also a key moderator. For more than 25 years, Job Characteristics Theory has served as the theoretical foundation for a great deal of applied work on job design in organizations. It is to that aspect of Job Characteristics Theory that we now direct our focus.

  In Chapter 9 we reviewed support for key aspects of the Job Characteristics Theory, noting how the core dimensions of jobs were related to employee motivation, health, and performance. In Chapter 9 we also discussed recent applications of Self-Determination Theory to organizational psychology, highlighting that employees who perform their jobs for more autonomous reasons would be expected to demonstrate higher levels of motivation and performance in comparison to employees who perform their jobs out of feelings of control by the environment. Recent research has examined the joint influence of components of these two models in the prediction of employee performance.

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  Work Motivation in Organizational Behavior

  • Craig C. Pinder(Author)
  • 2014(Publication Date)
  • Psychology Press

    (Publisher)

  Perceptions of the job incumbent are used to calculate the amount of skill variety, task identity, task significance, autonomy, and feedback found in a job. When combined, scores on these dimensions enable a job analyst to assess the degree to which a job may be capable of arousing intrinsic motivation for particular individuals. Detail concerning the content and psychometric properties of the JDS is beyond the scope of this book. The interested reader is referred to Hackman and Oldham (1975, 1976, 1980) and Hackman, Oldham, Janson, and Purdy (1975) for more detail on the development of the theory and the instrument, and to Aldag, Barr, and Brief (1981) for a positive assessment of the JDS itself.

  Research Evidence on the JCM

  Drawing on some of their own work as well as that of other researchers, Parker, Wall, and Cordery (2001, p. 415) reached two conclusions about the scientific validity of the Hackman–Oldham model:

  1. The collective efforts of the core characteristics on affective responses (satisfaction and motivation) have been largely supported, but those for behavior (i.e., work performance, turnover, and absence) less consistently so (Parker & Wall, 1998).
  2. The more particular features of the model remain unproven. For example, the specified links between job characteristics and the critical psychological states have not been confirmed (Johns, Xie, & Fang, 1992), and the job characteristics have not always been found to be separable aspects of jobs (Cordery & Sevastos, 1993).

  Expectancy Theory and the Job Characteristics Approach

  More than three decades ago, Staw (1976) proposed a model for job (re)design that applies a formulation of VIE theory

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  that had previously been proposed by House (1971) and House and Mitchell (1974) . In essence this model explicitly recognizes the fact that overall work motivation can be determined by both intrinsic and extrinsic factors. More important, the model delineates the separate effects of two specific types of intrinsic motivation: (1) that which is associated with simply doing a job, and (2) that which is associated with effective achievement of the job. Specifically, the House et al. (1974)

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  An Introduction to Contemporary Work Psychology

  • Maria C.W. Peeters, Jan de Jonge, Toon Taris(Authors)
  • 2023(Publication Date)
  • Wiley-Blackwell

    (Publisher)

  These are (a) the Job Characteristics Model (JCM; Hackman & Oldham, 1976), (b) the Demand–Control–Support Model (DCSM; Karasek & Theorell, 1990), (c) the Vitamin Model (VM; Warr, 1987), (d) the Effort–Reward Imbalance Model (ERI Model; Siegrist, 1996), and (e) Socio-Technical Systems Thinking (STST; see Cherns, 1987 ; Clegg, 2000). These models have not only stimulated the work psychological science of job redesign, but have influenced how governments monitor and regulate the workplace in order to provide psychologically healthy work. Because of the great influence of these models on research, management practice, and policy, these models are the classics of job redesign that made the work psychology of job redesign that we know today. This chapter starts with the background of job design and job redesign (Section 4.2). Next, to understand theory development in work psychology, we will discuss meta-theoretical issues and criteria that are being proposed for the development and evaluation of theories and theoretical models (Section 4.3). The five classic models that made psychology work will be discussed in Sections 4.4 – 4.8, respectively. This chapter ends with several concluding remarks in Section 4.9. 4.2 Background of Job Design and Job Redesign To have a better understanding of why job design has always played a central role in work psychology, it is best to look at the background of job design. This will explain why in recent times it is still playing a crucial role. Job design is concerned with the activities of workers, and relates to the duties and tasks required to perform their work, and how those tasks and duties are structured and scheduled (Morgeson & Humphrey, 2008 ; Parker & Ohly, 2008)

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  A Primer on Organizational Behavior

  • James L. Bowditch, Anthony F. Buono, Marcus M. Stewart(Authors)
  • 2015(Publication Date)
  • Wiley

    (Publisher)

  3 (1985): 237–255; J.E. McCann III and M. Buck- ner, “Redesigning Work: Motivations, Chal- lenges and Practices in 181 Companies,” Hu- man Resource Planning 17 (1994): 23–41; and B.P. Niehoff, R.H. Moorman, G. Blakely and J. Fuller, “The Influence of Empowerment and Job Enrichment on Employee Loyalty in a Downsizing Environment,” Group & Organi- zation Management 26, no. 1 (2001): 93–114. 48. J.R. Hackman and G.R. Oldham, “De- veloping the Job Diagnostic Survey,” Journal of Applied Psychology 60 (1975): 159–170. A significant amount of research has been done on the jobs characteristics model; see, for example, J.R. Hackman and G.R. Oldham, “Motivation through the Design of Work: Test of a Theory,” Organizational Behavior and Human Performance 16 (1976): 250–279; Y. Fried and G.R. Ferris, “The Validity of the Jobs Characteristics Model: A Review and Meta-Analysis,” Personnel Psychology 40, no. 2 (1987): 287–332; J.E. Champoux, “A Mul- tivariate Test of the Job Characteristics The- ory of Work Motivation,” Journal of Organiza- tional Behavior 2 (1991): 431–446; N.G. Dodd and D.C. Ganster, “The Interactive Effects of Variety, Autonomy, and Feedback on At- titudes and Performance,” Journal of Organi- zational Behavior 17 (1996): 329–347; and J. Yoon and S.R. Thye, “A Dual Process Model of Organizational Commitment: Job Satisfaction 104 Chapter 3 Motivation and Organizational Support,” Work & Occu- pations 29, no. 1 (2002): 97–126. 49. R.W. Renn and R.J. Vandenberg, “The Critical Psychological States: An Underrep- resented Component in Job Characteristics Model Research,” Journal of Management 21, no. 2 (1995): 279–303. 50. See P.C. Bottger and I. Chew, “The Job Characteristics Model and Growth Satisfac- tion: Main Effects of Assimilation of Work Experience and Context Satisfaction,” Human Relations 39 (1986): 575–594; R.B.

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  Work Motivation

  • Uwe Kleinbeck, Hans-Henning Quast, Henk Thierry, Hartmut Häcker, Hans Henning Quast, Hartmut H"cker(Authors)
  • 2013(Publication Date)
  • Psychology Press

    (Publisher)

  This study focused on characteristics of the job content as the determinant of behavior and attitudes of the work performer. Although the researchers were aware of the many possible intervening variables between task attributes and worker responses, they tried to make the “risky leap” between these two classes of variables. The definitions of the variables in this study, in particular regarding the task attributes, can be considered as the origins of the variables in the Job Characteristics Model (JCM). This model proposed by Hackman and Oldham (1975, 1976, 1980) has led to much empirical research. A set of measuring instruments, the Job Diagnostic Survey (JDS), is available to measure the variables in the model. The model states that motivation, satisfaction, and work performance are achieved when three “critical psychological states” (i.e., experienced mean-ingfulness of the work, experienced responsibility for outcomes of the work, and knowledge of the results) are present in the individual. Five “core job dimensions” (skill variety, task identity, task significance, autonomy, and job feedback) are supposed to influence these critical psychological states. Various individual-difference variables (e.g., growth need strength) are conceived as moderator variables of the relationships between job dimensions—critical psychological states and critical psychological states—personal and work outcomes. In addition, the five core job dimensions can also be combined by means of a multiplicative formula to a single score, called motivating potential score (MPS), which is an indication of job complexity. The JDS and the model are for the explicit purpose of task redesign. The Job Characteristics Model can be viewed as belonging to the “task characteristics approach” (see Fleishman & Quaintance, 1984). In this approach tasks are considered as a set of conditions that are imposed on the task performer

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