Job Characteristics Model
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The Job Characteristics model (JCM) proposed by Richard Hackman and Greg Oldham in 1976 is a very influential model which attempts to address how a core set of job characteristics impact a number of psychological states, leading to specific related outcomes in the work environment.
The five core job characteristics include: skill variety (SV), task significance (TS), task identity (TI), autonomy (A) and feedback (F). The psychological states included in the model are meaningfulness of work, responsibility for outcomes and knowledge of results. Outcomes consist of high intrinsic motivation, high job performance, high job satisfaction and low absenteeism/turnover.
According to Hackman & Oldham’s model, skill variety, task significance and task identity are used in the work environment to stimulate meaningfulness and produce outcomes of both or either high intrinsic motivation and high job performance. Therefore, if employees feel they are fully utilizing a variety of their skills (SV), their job affects many people to a great extent (TS) and they are allowed to complete the task from beginning to end (TI), it is likely they will perceive the job as meaningful, leading to high job performance and/or high intrinsic motivation. The presence of autonomy in the workforce leads to the psychological state of felt responsibility for outcomes, resulting in high job satisfaction. Thus, if employees are able to determine the method or approach in which the work is accomplished (A) they feel responsible for the end product and are therefore more satisfied with what they have accomplished, less likely to quit (turnover) and also more likely to attend work (low absenteeism). Autonomy is contrasted by being told what to do and the manner in which to do it. The last core job characteristic, feedback produces a psychological state in which employees develop knowledge of their results, producing outcomes similar to autonomy (high job satisfaction, low turnover/absenteeism). In other words, knowing how you are performing and being aware that superiors know how you are performing (F) leads to more job satisfaction, less absenteeism and turnover.
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[edit] The JCM: by Hackman & Oldham
Skill Variety,Task Identity,Task Significance----> Meaningfulness of Work-------------------------> High Intrinsic Motivation/High Job Performance
Autonomy-----------------------------------------------------> Responsibility for Outcomes-------------------->High Job Satisfaction, Low Abseentism/Turnover
Feedback-----------------------------------------------------> Knowledge of Results-----------------------------> High Job Satisfaction, Low Abseentism/Turnover
[edit] Measuring the JCM with the MPS & JDS
Another aspect of the JCM is the Motivating Potential Score (MPS). The MPS measures the extent to which a job displays the five core job characteristics in addition to indicating the job’s motivating potential.
MPS = (Skill Variety + Task Significance + Task Identity/3) x Autonomy x Feedback ---- than ther is a load of money comes here
For example: An architect who possesses many skills is allowed to utilize these skills in his profession (SV= 10), and the job is clearly important to the many consumers who desire the products (TS= 9). In addition architects are often allowed to complete their job from beginning to end (TI= 10) in the manner they wish to do so (A=8). They also receive (feedback =8) from their customers and superiors on the proficiency of their work. The MPS = (10 + 9 + 10/3) x 8x 8 = 618.67. According to this particular MPS an architect displays all five core job characteristics highly, making it a motivating job according to the JCM.
The Job Diagnostic Survey implemented by Hackman & Oldham as a part of a Yale University Study is used as an assessment tool for the model. The original questionnaire tested the model on 658 employees in 62 jobs in 7 organizations. Their model has generally been supported. Exceptions resulted from weak data for feedback, and the relationship between autonomy and experienced responsibility did not result in the manner specified in the model.
[edit] Designing Motivating Jobs
An additional feature of the JCM includes the implementation of specific concepts in an attempt to design motivating jobs. This model builds off of the five core job dimensions by assigning certain approaches that may satisfy each. Skill variety is satisfied by the concept of vertical loading or assigning more task variety and responsibility to a job. Task significance is fulfilled by combining tasks or putting smaller tasks together to form larger tasks. Forming natural work units is assigned to task identity for the purpose of making the completion of an entire task feasible. In many instances, tasks within the work force are either too large or complex for one employee to complete individually. Autonomy is established within the work place by allowing individuals to interact directly with customers. Lastly, providing open feedback channels allows employees to obtain the level of information necessary to maintain awareness of ones own progress.
[edit] Moderating Variables
In addition, there are variables that moderate the relationship between job dimensions and psychological states, and between psychological states and work. These variables are growth need strength, knowledge and skills, and satisfaction with extrinsic aspects of work. The variables ultimately affect the direction of response which workers display towards particular jobs, either accepting or negatively. Workers who exhibit high growth need strength, adequate knowledge/skills, and satisfaction with extrinsic aspects are expected to respond best to jobs that possess high Motivating Potential Scores. In contrast, workers that do not possess these variables are not likely to respond to jobs with high MPS.
[edit] References
Hackman, J. R., & Oldham, G.R. (1976). “Motivation through the design of work: Test of a theory”. Organizational Behavior and Human Performance. 16 250-279
Hackman, J. R., & Oldham, G.R. (1975). “Development of the job diagnostic survey”. Journal of Applied Psychology. 60, 159-170
Tiegs. R., Tetrick. L.E. & Fried, Y. (1992). “Growth need strength and context satisfactions as moderators of the relations of the job characteristics model”. Journal of Management. September.
