Job Characteristics Model
The Job Characteristics Model is a framework that identifies five core job dimensions – skill variety, task identity, task significance, autonomy, and feedback – which can lead to improved job satisfaction and motivation. By designing jobs that incorporate these characteristics, organizations can enhance employee engagement and performance. This model provides a structured approach for creating meaningful and fulfilling work experiences.
6 Key excerpts on "Job Characteristics Model"
eBook - ePub- Andrew Greasley(Author)
- 2019(Publication Date)
- Routledge(Publisher)
...The model links job characteristics to the desired psychological state of the individual and outcomes in terms of motivation and job performance (Figure 9.1). The model takes into account individual differences and provides a structure for analysing motivational problems at work and to predict the effects of change on people’s jobs and to help plan new work systems. The model proposes five desirable characteristics of a job: Skill variety (SV) – the extent to which a job makes use of different skills and abilities. Task identity (TI) – the extent to which a job involves completing a whole identifiable piece of work rather than simply a part. Task significance (TS) – the extent to which a job affects other people, both inside and outside the organization. Autonomy (AU) – the extent to which the job allows the job holder to exercise choice and discretion in their work. Feedback (FB) – the extent to which the job itself (as opposed to other people) provides the job holder with information on their performance. Figure 9.1 The Job Characteristics Model The model proposes that the presence of these characteristics will lead to desirable mental states in terms of meaningful work (SV, TI, TS), responsibility for outcomes of work (AU) and knowledge of the results of work (FB). These mental states will in turn lead to higher motivation and quality of work performance. The effects predicted by the model are moderated by factors such as the importance that an individual attaches to challenge and personal development. The five core job characteristics can be combined to provide a motivating potential score (MPS) by using the following formula: M P S = [ (S V + T I + T S) 3 ] × A U × F B The formula shows that the addition of SV, TI and TS means that a low score on one of these variables can be compensated by a high score on another...
eBook - ePub- William J. Rothwell, William J. Rothwell(Authors)
- 2012(Publication Date)
- Pfeiffer(Publisher)
...ARTICLE 53 JOB DESIGN Sharon E. Norris, Tracy H. Porter Job design is the division of work tasks assigned to an individual in an organization that specifies what the worker does, how, and why. Effective job design contributes to the achievement of organizational objectives, motivation, and employee satisfaction. One of the most well-known approaches to job design is the Job Characteristics Model (Hackman & Oldham, 1975). In the Job Characteristics Model (JCM), five core characteristics are considered: (1) skill variety, (2) task identity, (3) task significance, (4) autonomy, and (5) feedback. Skill variety refers to the variety of different skills and talents that an employee uses while completing a job. The more variety in skill, the more likely the employee will be motivated and satisfied, according to Hackman and Oldham. Examples of skill variety might include assigning sales clerks who normally only serve customers to additional duties such as stocking inventory or changing storefront displays. Task identity is the extent to which the employee recognizes identifiable outcomes of the job and also has the opportunity to complete aspects of a job from start to finish. Examples of this might include the ability to begin a project from the start and to complete it. Task significance refers to the impact of the job on the employee as well as other members of the organization. For example, this might include employees who sell medical equipment who have a high level of specialization associated with their jobs. The reason why such a position would have high task significance might be the seminars and additional training required of the employee in order to do the job effectively. Autonomy refers to the amount of control an employee has over how to complete the work and when the work is completed, such as control over scheduling...
- Steven G. Rogelberg(Author)
- 2016(Publication Date)
- SAGE Publications, Inc(Publisher)
...Job Characteristics Theory Job Characteristics Theory Greg R. Oldham Greg R. Oldham Oldham, Greg R. 771 776 Job Characteristics Theory Greg R. Oldham The primary objectives of job characteristics theory (JCT) are to explain how properties of the organizational tasks people perform affect their work attitudes and behavior, and to identify the conditions under which these effects are likely to be strongest. The most recent version of the theory is shown in Figure 1. As shown in the figure, the theory posits that five core characteristics of the work itself affect a variety of personal and work outcomes via their effects on three psychological states of employees. In addition, the theory argues that these core characteristics have their strongest effects when employees score high on three individual conditions: growth need strength, context satisfaction, and knowledge and skill. Figure 1 Job Characteristics Theory Source: Hackman, J. R., & Oldham, G. R. (1980). Work Redesign. Reading, MA: Addison-Wesley (p. 90). Copyright © 1980 by Pearson Education...
eBook - ePubA Handbook of Work and Organizational Psychology
Volume 3: Personnel Psychology
- Charles, De, Wolff, P J D Drenth, THIERRY HENK, Charles, De, Wolff, P J D Drenth, THIERRY HENK(Authors)
- 2013(Publication Date)
- Psychology Press(Publisher)
...For engineers working in staff departments a very gradual decreasing correlation was found between task complexity and work performance the longer people are working in the same job. Griffin (1991) presents a longitudinal study that shows an improvement of the quality of work performance, but only a year after the job redesign intervention. This also illustrates that job redesign takes time to have its effects on work performance. Summarizing, we may conclude that the JCM as an integral model finds no overall support in the results from empirical research. This particularly holds for the precise causal relations postulated in the model and for the mediating role of the critical psychological states. On the other hand, there is much empirical support for the effect of task characteristics on dependent variables, although these effects are stronger for the way people experience work (e.g. satisfaction) than for work performance. Vogelaar and van der Vlist (1995) conclude that job redesign on the basis of JCM has an immediate effect on attitudinal variables and a delayed effect on behavioural variables. That is why it can be expected that modifications of the JCM will be developed in future research into the effects of task characteristics. The JCM as an Intervention Strategy for Job (Re)design As mentioned earlier, the JCM and the corresponding instrument (the JDS) were introduced to help in job (re)design (Hackman et al., 1975). From an overview of the empirical research regarding this model it turns out that the major part of the research is focused on testing (parts of) the model. Few studies are aimed at the JCM as a guideline for interventions in actual practice. Loher et al. (1985) express their concern about the small number of studies in professional literature that report on actual interventions...
- Su Mi Dahlgaard-Park(Author)
- 2015(Publication Date)
- SAGE Publications, Inc(Publisher)
...Thistheory focuses on several measurable characteristics of jobs andrecognizes that people may respond differently to thesecharacteristics. The most recent version of JCT is shown in Figure 1. As shown, the theory posits that five characteristicsof the work affect several outcomes via their effects on threepsychological states of employees. In addition, the theory argues thatthese job characteristics have their strongest effects when employeesscore high on three individual conditions: (1) knowledge and skill, (2)growth need strength, and (3) context satisfactions. The conceptual core of the theory is the set of three psychologicalstates: Experienced meaningfulness: The degree to which thejobholder experiences the work as inherently meaningful, assomething that “counts” in his or her own system of values Experienced responsibility: The degree to which thejobholder feels personally accountable and responsible for theresults of the work he or she does Knowledge of results: The degree to which the jobholderhas confident knowledge about how well he or she is performingat work JCT posits that the simultaneous presence of these three psychologicalstates results in a number of favorable work outcomes. Specifically, thejobholder should (a) be internally motivated at work (i.e., feel goodwhen performing well and feel bad when performing poorly), (b) besatisfied both with the opportunities for personal growth at work andwith the job in general, and (c) perform effectively at work. However,if the level of one or more of the psychological states is low, fewer ofthese outcomes should emerge. The three psychological states are internal to jobholders and thereforedo not represent properties of the work that might be redesigned. JCTidentifies five characteristics of jobs that, when present at highlevels, increase the chances that a jobholder will experience the threepsychological states and, through them, shape the work outcomesidentified...
eBook - ePub- Arnold Bakker, Kevin Daniels, Arnold B. Bakker, Kevin Daniels(Authors)
- 2012(Publication Date)
- Psychology Press(Publisher)
...Before concluding the chapter with implications for job design theories, I will review research that indicates the importance of examining how workers shape their work over the short-term for specific purposes. This research indicates implications for well-being and different facets of work performance, such as learning, creativity, innovation, and cognitive performance. Traditional Job Design Research: Some Triumphs and Assumptions I do not intend to review the whole of job design research in this section, rather to give some of the highlights of these approaches. More comprehensive and recent reviews have been provided elsewhere (e.g. Grant & Parker, 2009; Parker & Ohly, 2008). While there are many approaches to job design that have appeared over the years, many share features with two of the most influential models, which are Hackman and Oldham’s job characteristics theory (JCT, 1980) and Karasek and Theorell’s job demands, control, support model (DCSM, 1990). These models provide complementary explanations as to why good job design is related to better health, well-being, and performance. In the JCT, well-designed jobs are characterized by, for example, high levels of job control, variety, and skill use. Such jobs are thought to be intrinsically motivating and satisfying. In the DCSM, well-designed jobs, specifically those with high levels of control over work and good relationships with co-workers, give workers the latitude, information, and support they need to solve problems caused by high work demands and otherwise cope with these demands: that is, rather than being intrinsically motivating, good job design serves workers’ instrumental purposes of adapting to high work demands. The ability to cope with work demands prevents the deterioration of well-being...
