Job Characteristics Model

• Task Identity– Extent to which employees complete a whole,

identifiable piece of work

• Job Feedback– Extent to which completing a task provides clear &

timely performance feedback

• Autonomy– Extent of freedom and discretion available to determine

how to perform the job

Job Characteristics Model (cont)

• Skill Variety – Extent to which job requires a range of competencies

and abilities

• Task Significance– Extent to which employees impact others and the

company

Prentice Hall, 2001 Chapter 15 3

Personaland WorkOutcomes

Core JobDimensions

CriticalPsychological

States

The Job Characteristics Model

Skill variety

Task identify

Task significance

Experiencedmeaningfulnessof the work

Experiencedresponsibilityfor outcomesof the work

Knowledge of theactual results ofthe work activities

Autonomy

Feedback

High internalwork motivation

High-qualitywork performance

High satisfactionwith the work

Low absenteeismand turnover

Employee GrowthNeed Strength

Prentice Hall, 2001 Chapter 15 4

Characteristics Examples

Skill Variety• High variety The owner-operator of a garage who does electrical repair, rebuilds engines,

does body work, and interacts with customers• Low variety A bodyshop worker who sprays paint eight hours a day

Task Identity• High identity A cabinetmaker who designs a pieces of furniture, selects the wood, builds the

object, and finishes it to perfection• Low identity A worker in a furniture factory who operates a lathe to make table legs

Task Significance• High significance Nursing the sick in a hospital intensive care unit• Low significance Sweeping hospital floors

Autonomy• High autonomy A telephone installer who schedules his or her own work for the day, and

decides on the best techniques for a particular installation• Low autonomy A telephone operator who must handle calls as they come according to a

routine, highly specified procedure

Feedback• High feedback An electronics factory worker who assembles a radio and then tests it to

determine if it operates properly• Low feedback An electronics factory worker who assembles a radio and then routes it to a

quality control inspector who tests and adjusts it

Examples of High and Low Job Characteristics

“JCM” & Assembly Line Application

• Changes in management philosophy?

• Changes in how the work was done?

• Outcomes for the organization?

• Outcomes for the employees & managers?

Prentice Hall, 2001 Chapter 6 6

Theory XTheory XWorkersWorkers

Dislike WorkDislike Work

Avoid ResponsibilityAvoid Responsibility

Little AmbitionLittle Ambition

Theory YTheory YWorkersWorkers

Enjoy WorkEnjoy Work

Accept ResponsibilityAccept Responsibility

Self-DirectedSelf-Directed

Need Theories of Motivation

• Maslow’s Hierarchy

• Mclelland’s Theory of Needs (read these)– Achievement– Power– Affiliation

Assumptions of Maslow’s Theory

• Five needs arranged in a hierarchy– Lower order needs

• Similar to hygiene factors

– Higher order needs• Similar to motivator factors

• Unfulfilled needs motivate behavior– Start at the bottom and move up

Maslow’s Hierarchy

• Physiological– Basic needs (food & shelter) satisfied through wages

• Security– Basic protection from threats:

safe working conditions, job security (move to employability based security)

• Social– Feeling welcomed, part of the group or organization

Maslow’s Hierarchy (Continued

• Esteem– Feeling your work is appreciated by others;

Recognition from others• Awards, public recognition

• Informal recognition, communicating that a job is well done

• Self-Actualization– Achieving one’s potential

– Doing work that is of critical importance to you

– Self-development & growth is being maximized