JCM
Motivating

Job Characteristics Model

Job Characteristics Model - (in business and management) A conceptual framework for designing motivating jobs that create meaningful work experiences that satisfy employees' growth needs.

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.

Copyright © 2007 ojcm.com                    Powered by Engineer Partner The One Stop Outsource