Hackman & Oldhams Job

Characteristics Model
Core Dimensions Psychological States Outcomes

Skill Variety
Task Identity
Task Signif.
Autonomy
Feedback
Meaningfulness
of Work
Responsibility
for outcomes
Knowledge of
Results
High intrinsic
motivation
High job per-
ormance
High job satis-
faction
Low absentee
ism & turnover

Moderating Variables for the
Job Characteristics Model
Growth need strength
job is a vehicle for personal growth, sense of
achievement, avenue for feeling success
Knowledge and skills
Satisfaction with extrinsic aspects of
work
Motivating Potential Score
MPS
=
Skill Variety +Task Identity+Task Significance
3
X
Autonomy
X
Feedback
Implementing Concepts for the
Job Characteristics Model
Combine tasks: Effects skill variety, task
identity, & task significance
Group tasks into natural work units:
Effects task significance and task identity
Give workers contact with customers:
Effects skill variety, autonomy, feedback
Vertically load jobs: Effects autonomy
Open feedback channels: Effects
feedback
Designing Jobs for Teams
Team has to be an identifiable group,
doing a specified piece of work, and be
self-managing
Key behaviors: Ask for ideas, give
suggestions,. listen to others, share
information, help others
Managers role: Make alterations needed
for effective group performance, consult
Goals That Motivate
Specific Goals
Difficult Goals
Goal Acceptance
Goal Feedback
Why Goals Motivate
Mobilize energy in relation to goal
Focus attention towards goals attainment
Encourages setting of action plans or
strategies for goal attainment
Encourages persistence until goal is
attained
Enhancing Goal Acceptance
Participation
Rewards
Supportiveness
Incentives for Individuals
For Executives
Compensation tied to achieving strategic
goals
For Lower Level Employees
Tied to performance: bonuses, commissions,
piecework
Incentives for Groups
Team incentives
Profit sharing
Gain sharing
Stock options
Where Pay Fails to Motivate
Bonuses or merit pay is too small
Non-existent link between pay and
performance
Performance appraisal is done poorly
Effect of unions
Adaptation problems
Effective Reward Systems
Set high goals for performance
Develop accurate ways to measure
performance
Train supervisors in performance
appraisal
Link pay to performance
Make increases noticeable and
meaningful
Backwards & Forwards
Summing up: Examined how Hackmans
& Oldhams Job characteristics Model
can be used to redesign jobs to engage
motivation; studied how and why goals
setting works & looked at ways to use pay
as a motivator
Next time we begin our study of groups in
the organization looking at how they
function and the role of cohesiveness