##lycteristic Theory : Hackman And Oldham's Job Characteristics Model

According to Fundaments of Management book, is essential for the companies to understand individual behavior and the differences effects of those in employee’s motivation.

Job satisfaction: ensuring that employees are supported and feel confident in undertaking their duties; providing task variety and achievable targets to promote fulfilment

Workers may need validation or appreciation, a sense of belonging, feelings of accomplishment or achievement, or respect or power. Jobs that provide these determinants or values in the quantities that the individual needs are good jobs in that the worker is going to be happy. Jobs that provide most of these determinants may still be unhappy jobs because the job may be missing that one value that a specific individual needs most. The same job is seen differently by two different people because the values of the individual are the most important determinants of whether or not the job is a happy one.

This is important for high job satisfaction as it can affect an organizations performance. Self-determination theory taps into an employee’s motivation, which increases their effort at work. An organization that has a high level of intrinsic motivation allows their employees opportunity for growth and to participate in management decisions; thus, increasing the incidence of employees being engaged. Whereas, organizations who do not promote an intrinsic motivation environment has employees who are less engaged with less regard for organizational policies. This addresses the third hypothesis of employees report lover levels of intrinsic motivation will more than likely engage in deviant behavior towards the organization.

First, skills variety concerns about the capacity a person needs to complete a task; then, task identity defines the energy and enthusiasm a person needs to complete a job; task significance refers to the part of the job from where a worker learns new things; autonomy attribute deals with an individual’s independence; feedback refers to the part of the job where employees see their performance. In fact, there is a part of a given job that stimulates an employee’s mental condition, later mental condition influence a worker’s goals and objectives. There are three mental conditions that affect a person’s performance; primarily, knowledge of the given job and the importance of it, then, information on job results; third the gaining information, which refers to what the employee learns from the job. As a result, an employee increases interest in the job; he/she grows his/her self-esteem and productivity. In the same way, male and female differ on work motivation and job satisfaction. Managers and other professionals develop deep insights into the complexity of the individuals’ motivation and satisfaction of their work (Sultan,

The success of any business depends on the productivity and satisfaction of its employees. Employees need to be motivated to work. Motivation can be defined as the inner force that drives individuals to accomplish personal and organizational goals. Motivation can be either intrinsic or extrinsic. For an individual to be motivated in a work situation there must be a need, which the individual would have to perceive a possibility of satisfying through some reward. Intrinsic motivation stems from motivations that are inherent and arise from performing the task of the job itself, which the individual gets a feeling of either positive or negative motivation as a result of

Dr. D’Mello believe that Dickie World’s employee should have simple tasks that are narrowed down in order for the workers to perform their job well, by using the Job characteristics model (JCM), in which I agreed and disagreed. I disagree with D’Mello’s beliefs of given simple tasks because simple tasks that employee can do will result in boredom. I agree with Dr. Mello about maybe the tasks are too ambiguous. The employee needs challenging tasks to stimulate and motive them to perform at their best. The JCM emphasis that the employees’ distinct differences should be considered and they should be motivated enough by work itself or work alone. The five JCM dimensions are: skill variety, Task identity, Task significant, autonomy and feedback.

The Value Percept Theory argues that job satisfaction depends on whether a job supplies the things an individual value most. Overall satisfactions derive form combined levels of satisfaction from various elements of an individual’s job, whether it’s: pay, promotion, supervision, coworkers, or the work itself. Job satisfaction is based on cognitive and affective components, which is evaluated by what an individual thinks about the job, and how they feel. Cognition evaluation is based on experiences, weighing different aspects of a job; as affect is a reaction of the job, which can fluctuate based on moods and emotions. Level of dissatisfaction is measured by the difference between what one has and what one wants, and the level of importance of that facet to the individual. Statistics have proven, that supplying individuals with what they value, will increase the chance of better performance, which has a high correlation with an individual’s affective commitment with the organization.

This theory is anchored on the theory of employability by Yorke and Knight, (2004) which states that employability as the outcome of one’s learning, achievements and understanding of personal skills to be successful in employment in their chosen career.

The job characteristics model is one of the most influential attempts to design jobs with increased motivational properties. Proposed by Hackman and Oldham, the model describes five core job dimensions leading to three critical psychological states, resulting in work-related outcomes.

Job satisfaction is a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences. It has been treated both as a general attitude and satisfaction with five specific dimensions of the job: pay, the work itself, promotion opportunities, supervision, and coworkers. Challenging work, valued rewards, opportunities for advancement, competent supervision, and supportive coworkers are dimensions of the job that can lead to satisfaction (Nelson & Quick, 2013, pg.

The job characteristics model was projected in the 1970s by Richard Hackman and Greg Oldham to present a comprehensive and precise description of the consequences of job design involving motivation, job satisfaction, performance, and other vital features of organizational behavior. The job characteristics model concentrates on the aspect that makes jobs intrinsically motivating. Hackman and Oldham rationalize that when employees are intrinsically motivated, good performance makes them feel good. This feeling motivates them to persist to execute at a high level, so good presentation becomes self-reinforcing.

The relationship between job satisfaction, motivation, and efficiency or productivity is very important in the business industry as well as in personal life. Long term research has found that the single greatest predictor of longevity is work satisfaction. Work is one third to one half of a persons' lifetime, and if frustrated the mental and physical effects are very costly. Job characteristics including skill variety, task identity, and task significance lead to psychological conditions in which in turn leads to increased motivation, performance and job satisfaction. It is important to investigate this area in order to determine how much of an effect does

Topic - Job Specialisation uses standardised work procedures to have workers perform repetitive; precisely defined and simplified tasks. Explain why companies use this approach to job design. Using the Job Characteristics model, describe how specialised jobs can be modified to eliminate the boredom and low job satisfaction associated with them. (Chapter 9)

Furthermore, a realistic viewpoint of job analysis assures maximal congruence between job content and job context (Safdar et al., 2010), promoting job satisfaction and retention.