Model Answer
0 min readIntroduction
Job design, a crucial aspect of organizational behavior, significantly impacts employee satisfaction and productivity. The ‘Job Characteristics Model’ (JCM), developed by Hackman and Oldham in 1976, is a widely recognized framework for understanding the relationship between job design and employee motivation. It proposes that jobs can be designed to maximize employee motivation, satisfaction, and performance by considering five core job characteristics. This model provides a systematic approach to structuring jobs to enhance intrinsic motivation and reduce reliance on external rewards.
The Job Characteristics Model (JCM)
The JCM posits that job characteristics influence psychological states, which in turn affect motivation, satisfaction, and performance. The five core job characteristics are:
- Skill Variety: The degree to which a job involves a variety of different skills and talents.
- Task Identity: The degree to which the job involves completing a whole and identifiable piece of work.
- Task Significance: The degree to which the job has a substantial impact on the lives or work of other people.
- Autonomy: The degree to which the job provides substantial freedom, independence, and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out.
- Feedback: The degree to which carrying out the work activities results in the individual obtaining direct and clear information about the effectiveness of his or her performance.
Core Job Dimensions and Psychological States
These core job characteristics influence three critical psychological states:
- Experienced Meaningfulness of Work: Influenced by Skill Variety, Task Identity, and Task Significance. Employees feel their work is worthwhile and important.
- Experienced Responsibility for Outcomes of Activities: Influenced by Autonomy. Employees believe they are accountable for the results of their efforts.
- Knowledge of Actual Results of Work Activities: Influenced by Feedback. Employees understand how well they are performing.
How JCM Impacts Employee Motivation
When employees experience these three psychological states, they are more likely to be motivated, satisfied, and perform at a higher level. The JCM proposes a ‘Motivating Potential Score’ (MPS) calculated as follows:
MPS = ((Skill Variety + Task Identity + Task Significance) / 3) x Autonomy x Feedback
A higher MPS indicates a more motivating job. However, the model also emphasizes the importance of ‘Growth Need Strength’ – the degree to which individuals desire personal accomplishment, learning, and development. Employees with a high growth need strength are more likely to respond positively to jobs with high MPS.
Practical Applications & Examples
Organizations can use the JCM to redesign jobs to increase motivation. For example:
- Job Rotation: Increasing skill variety by rotating employees through different tasks.
- Job Enlargement: Expanding the scope of a job by adding more tasks at the same skill level.
- Job Enrichment: Increasing both the number of tasks and the level of responsibility and autonomy.
Consider a call center employee. Initially, their job might involve only answering calls (low skill variety, task identity, significance, autonomy, and feedback). Applying JCM, the role could be enriched by allowing them to handle complex customer issues (skill variety, significance), own the resolution process from start to finish (task identity, autonomy), and receive direct feedback on customer satisfaction (feedback).
| Job Characteristic | Impact on Psychological State | Motivational Outcome |
|---|---|---|
| Skill Variety | Experienced Meaningfulness | Increased intrinsic motivation |
| Autonomy | Experienced Responsibility | Higher performance, ownership |
| Feedback | Knowledge of Results | Improved self-efficacy, learning |
Conclusion
The Job Characteristics Model provides a valuable framework for understanding and improving employee motivation through thoughtful job design. By focusing on skill variety, task identity, task significance, autonomy, and feedback, organizations can create jobs that are more engaging, meaningful, and ultimately, more productive. However, it’s crucial to remember that the model isn’t a one-size-fits-all solution and must be adapted to the specific context and individual needs of employees.
Answer Length
This is a comprehensive model answer for learning purposes and may exceed the word limit. In the exam, always adhere to the prescribed word count.