Job Characteristics Model Task Identity Extent to which employees complete a whole identifiable piece of work Job Feedback Extent to which completing a task provides clear timely performance feedback Autonomy Extent of freedom and discretion available to determine how to perform the job Job Characteristics Model cont Skill Variety Extent to which job requires a range of competencies and abilities Task Significance Extent to which employees impact others and the company The Job Characteristics Model Core Job Dimensions Skill variety Task identify Task significance Critical Psychological States Experienced meaningfulness of the work Autonomy Experienced responsibility for outcomes of the work Feedback Knowledge of the actual results of the work activities Personal and Work Outcomes High internal work motivation High quality work performance High satisfaction with the work Low absenteeism and turnover Employee Growth Need Strength Prentice Hall 2001 Chapter 15 3 Examples of High and Low Job Characteristics Characteristics High variety Low variety High identity Low identity Examples Skill Variety The owner operator of a garage who does electrical repair rebuilds engines does body work and interacts with customers A bodyshop worker who sprays paint eight hours a day Task Identity A cabinetmaker who designs a pieces of furniture selects the wood builds the object and finishes it to perfection A worker in a furniture factory who operates a lathe to make table legs Task Significance High significance Nursing the sick in a hospital intensive care unit Low significance Sweeping hospital floors Autonomy High autonomy A telephone installer who schedules his or her own work for the day and decides on the best techniques for a particular installation Low autonomy A telephone operator who must handle calls as they come according to a routine highly specified procedure High feedback Low feedback Prentice Hall 2001 Feedback An electronics factory worker who assembles a radio and then tests it to determine if it operates properly An electronics factory worker who assembles a radio and then routes it to a quality control inspector who tests and adjusts it Chapter 15 4 JCM Assembly Line Application Changes in management philosophy Changes in how the work was done Outcomes for the organization Outcomes for the employees managers Little Ambition Theory X Workers Dislike Work Avoid Responsibility Self Directed Theory Y Workers Enjoy Work Accept Responsibility Prentice Hall 2001 Chapter 6 6 Need Theories of Motivation Maslow s Hierarchy Mclelland s Theory of Needs read these Achievement Power Affiliation Assumptions of Maslow s Theory Five needs arranged in a hierarchy Lower order needs Similar to hygiene factors Higher order needs Similar to motivator factors Unfulfilled needs motivate behavior Start at the bottom and move up Maslow s Hierarchy Physiological Basic needs food shelter satisfied through wages Security Basic protection from threats safe working conditions job security move to employability based security Social Feeling welcomed part of the group or organization Maslow s Hierarchy Continued Esteem Feeling your work is appreciated by others Recognition from others Awards public recognition Informal recognition communicating that a job is well done Self Actualization Achieving one s potential Doing work that is of critical importance to you Self development growth is being maximized