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Hackman & Oldham’s Job Characteristics Model

Hackman & Oldham’s Job Characteristics Model. Core Dimensions. Psychological States. Outcomes. Skill Variety Task Identity Task Signif. High intrinsic motivation High job per- ormance High job satis- faction Low absentee ism & turnover. Meaningfulness of Work. Responsibility

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Hackman & Oldham’s Job Characteristics Model

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  1. Hackman & Oldham’s Job Characteristics Model Core Dimensions Psychological States Outcomes Skill Variety Task Identity Task Signif. High intrinsic motivation High job per- ormance High job satis- faction Low absentee ism & turnover Meaningfulness of Work Responsibility for outcomes Autonomy Knowledge of Results Feedback

  2. 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

  3. Motivating Potential Score Skill Variety +Task Identity+Task Significance 3 MPS = X Autonomy X Feedback

  4. 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

  5. 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 • Manager’s role: Make alterations needed for effective group performance, consult

  6. Goals That Motivate • Specific Goals • Difficult Goals • Goal Acceptance • Goal Feedback

  7. 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

  8. Enhancing Goal Acceptance • Participation • Rewards • Supportiveness

  9. Incentives for Individuals • For Executives • Compensation tied to achieving strategic goals • For Lower Level Employees • Tied to performance: bonuses, commissions, piecework

  10. Incentives for Groups • Team incentives • Profit sharing • Gain sharing • Stock options

  11. 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

  12. 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

  13. Backwards & Forwards • Summing up: Examined how Hackman’s & 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

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