Job Characteristics Model


Figure 3.0: Job Characteristics Model





(Source: www.toolshero.com/human-resources-hr/job-characteristics-model/)

As clearly shown in the above Figure,  Hackman and Oldham was able to introduce a model which contains five key characteristic needs to be in place in a typical working environment. The studies of PLoher et al.in 1985, was also helpful in identifying these factors as skill variety, task identity, task significance, autonomy, and feedback. These elements lead to three different psychological states in their jobs namely; Meaningfulness, responsibility, and the knowledge of results. Finally, these different statuses in the mind of the employees result in job satisfaction. The outcomes can be separately identified as motivation, performance, low absenteeism, low staff turnover, and satisfaction. Likewise, these 3 different stages are inter-related with one another and should be in presence to have satisfied set of employees (Hackman & Oldham,1976)

As scanning through the above model, we can find a formula developed by Lussier (2008) regarding the employee Motivational Potential Score (MPS). It is an index uses to find the level of motivation of an employee by considering the core job characteristics shown in the above Figure 3. The exact calculation of MPS is based on the following formula.

MPS = [(Skill Variety + Task Significance + Task Identity)/3] * Autonomy * Feedback

Therefore, it tends to believe that a higher MPS made by an employee is enthusiastic and satisfied about the roles and responsibilities assigned to the person. But, in actual terms, there are employees who are doing well in an organization without having a higher MPS. It justifies this factor by introducing other factors such as self-organization teams, and the work competences.  (Poulin, 1994). These external factors motivate employees to work harder and do well in their job roles. Hence, it is not fair to restrict the performances of the employees for a specific formula and reward them. The company needs to look at a holistic view to understand the factors influencing the job satisfaction and organizational performances (Hackman, 1980).

References

Hackman, J. R. (1980). Work redesign and motivation. Professional Psychology, 11(3), 445.
Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational behavior and human performance, 16(2), 250-279
Lussier, R., (2008). Management Fundamentals: Concepts, Applications, Skill Development, 4th Ed, USA: Cengage Learning
PLoher, B. T., Noe, R. A., Moeller, N. L., & Fitzgerald, M. P. (1985). A meta-analysis of the relation of job characteristics to job satisfaction. Journal of applied psychology, 70(2), 280.
Poulin, J. (1994). Job task and organizational predictors of social worker job satisfaction change: A panel study in Administration. Social Work, 18(1), pp. 21-38. 19

Comments

  1. Nadeeranga Pathirana29 November 2019 at 11:16

    The articles introduces and explains the job characteristic model well, thank you for sharing! However the practically and the effectiveness of this approach to enhance job satisfaction needs to be looked at. A regression analysis study by Streit (1991) concluded that the model is not able to create a strong predictor for the work performance. Also, in terms of practicality, I foresee challenges implementing this model at my current work place due to high demand in business for productivity - the roles are designed with productivity in mind.

    ReplyDelete
    Replies
    1. Dumindu Ranasinghe2 February 2020 at 08:57

      Yes, Nadeeranga - You are welcome.

      Identifying these factors as skill variety, task identity, task significance, autonomy, and feedback. These elements lead to three different psychological states in their jobs namely; Meaningfulness, responsibility, and the knowledge of results (PLoher et al., 1985).

      Delete
  2. Sheron Joseph4 December 2019 at 11:03

    Gupta and Joshi (2008) agreed that job satisfaction is very important because most of the people spend a major of their life at their work place. Employees have more positive perceptions about the organization’s products and services, when they achieved satisfaction in their job and therefore deliver a better service. (Bontis, Richards & Serenko, 2011). However appreciate you could elaborate the implication of the characteristics in practice.

    ReplyDelete
    Replies
    1. Dumindu Ranasinghe2 February 2020 at 08:59

      The employees are not motivated solely by money and employee behavior is linked to their attitudes (Dickson, 1973). The human relations approach to management and motivation of employees become the primary focus of managers (Bedeian, 1993).

      Delete

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