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Chapter 8. Motivation‥ From Concepts toAppfroations 121

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The way work is structured has a bigger impact on an individual’s motivation than how

it might first appear. Job design suggests that the way elements in a job are organized

Can influence empIoyee effort, and the model discussed next can serve as a framew。rk to

identify′ OPPOrtunities for changes to those elements. Developed by J. Richard Hackman

and Greg Oldham, the job characteristics model (JCM) describes jobs in tems of five

COre job dimensions: 1

1. Skill variety is the degree to which a job requlreS different activities using special-

ized ski11s and talents. The work of a garage owner-OPeratOr Who does electrical

repalrS’rebuilds engines, does bodywork, and interacts with customers scores high

On Skill variety. The job of a body shop worker who sprays paint eight hours a day

SCOreS Iow on血is dimension.

2. Task identity is the degree to which a job requires completion of a whole and

identifiable piece of work- A cabinetmaker who designs fumiture, Selects the wood,

builds the otyiects’and frnishes them has a job that scores high on task identity. A

job scomg low on this dimension is operating a lathe solely to make table legs. 3. Task sign輔cance is the degree to which a job affects the lives or work of other

PeOPle. The job of a nurse helping patients in a hospital intensive care unit scores

high on task significance; SWeePing floors in a hospital scores low.

4. Autonomy is the degree to which a job provides the worker froedom, indepen-

dence’and discretion in scheduling work and detemining the procedures for car置

rying it out. A sales manager who schedules her own work and tailors her sales

approach to each customer without supervision has a highly autonomous job. An

account representative who is required to follow a standardized sales script with

POtential customers has a job low on autonomy.

5. Feedback is the degree to which carrying out work activities generates direct and

CIear information about your own performance. A job with high feedback is testing

and inspecting iPads. Installing components of iPads as they move down an assem-

bly line provides Iow feedback.

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Exhibit 8- 1 presents血e JCM. The JCM proposes that individuals obtain intemal rewards

When they leam (knowledge of results in the model) that they personally have perfomed

Wel] (experienced responsibility) on a task血ey care about (experienced meaning餌ness).

The more these three psychoIogical states are present, the greater will be empIoyees,

motivation, PeIfomance, and satisfaction, and the lower their absenteeism and瓦kelihood

Of leavlng. As Exhibit 8工indicates’individuals with a high growth need are more likely

to experience the critical psychoIogical states when theirjobs are enriched-and respond

to血em more positively.

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Much evidence supports the JCM concept that血e presence of these job characteristics

generates higher job satisfaction and organizational commitment through increased mo-

tivation.2 one study suggested that when empIoyees were寝other oriented・・ (COnCemed

Job design

The way the elements

in ajob are organlZed.

Job characte轟s筒cs

model (JCM)

A model that proposes

any job can be described

in te照ns of角ve c○re

job dimensions: Skill

Variety, task idendty,

task sign流cance,

autonomy, and

危edback.

S施Il v種riety

The degree to which a

job requires a variety

Of different activitleS,

恥sk iden働け

The degree to

Which a job requires

C○mpletion of a wh01e

and iden輯able piece

Of work.

丁おk §ig臆丘cance

The degree to which

ajob has a substantial

impac〔 on the lives or

W。rk of other pe○ple.

Åutonomy

皿e degree to w面ch

a 」Ob p「ovides

Substanti aはreedom

and discretion to

the individuaI in

SChedrl也ng the work

and in detemrining血e

procedures to be used

in carrying it out.

田eedbac虫

The degree to which

Carrying out the work

activities required by

ajob results in the

individual obtaining

direct and clear

information abou=he

e儲ectiveness of his or

her perfomance.