Job Characteristics Model Research Articles

Expanding the link between core self-evaluations and affective job attitudes

The present study examined the differentiated relationship between core self-evaluations and affective job attitudes. In previous research, job characteristics were proposed to mediate this relationship. However, the facets of the job characteristics model have not yet been assessed separately. In the present study we tested which job characteristics (i.e., skill variety, task identity, task significance, autonomy, and feedback) mediate the relationship between core self-evaluations and job satisfaction as well as organizational commitment in a sample of 199 employees. Results revealed that core self-evaluations were related to job satisfaction and organizational commitment. Task significance was found to mediate these relationships. These findings are discussed with respect to the level on which people regulate their actions.

The construct validity of vigor and its antecedents: A qualitative study

Our first objective in this qualitative study was to validate the conceptualization of vigor as comprising physical strength, emotional energy and cognitive liveliness. Our second objective was to explore vigor's work-related antecedents. We applied theme analysis to the contents of interviews held with 38 randomly selected employees. The results clearly supported the three-component conceptualization of vigor as most employees (77%) related to vigor as a multifaceted variable. The most frequent work-related antecedents of vigor that emerged from the interviews were meaningful interactions with others, coping with challenging situations, and achieving success on a project. By superimposing the Job Characteristics Model on these qualitative findings, we inferred from the items describing vigor's antecedents that job significance, supervisory feedback, and job identity were the most frequently mentioned antecedents of vigor at work. Additionally, we found indications of a spillover effect of vigor from the home to the work domains.

The effects of new technology adoption on employee skills in the prosthetics profession

Rapid manufacturing (RM) is an emerging technology that is set to revolutionize how products are manufactured. Past research has centred on processes, materials and costing, neglecting the vital issue of how the implementation of this new technology will affect the skills of workers. This work aims to evaluate how the skills of professionals working in the field of prosthetics are likely to be affected by the introduction of RM. Currently a highly skilled, manual process, this paper explores the hypothesis that the manufacture of prosthetic sockets would change fundamentally with the introduction of RM technology. This was evaluated through the use of the job characteristics model, which assesses the skills change and job satisfaction implications of applying new technology to traditional manufacturing processes. Conclusions showed that RM would have a significant impact on job roles in the prosthetics industry. Analysis found a positive outlook for the prosthetist, with the new technology increasing computer-based skills, and traditional prosthetic skills continuing to be used. The prosthetic technician bears the major impact, deskilled by the loss of many of the craft skills. However, the new role may appeal to the younger generation, and lowered skill requirements may help increase prosthetics services worldwide.

Psychological ownership within the job design context: revision of the job characteristics model

AbstractIn this paper, we offer a theoretical modification to the Hackman and Oldham (1975) Job Characteristics Model by integrating research on the psychological aspects of job design with emerging theory on psychological ownership. We develop the connection between job design and (a) the motives facilitating psychological ownership, (b) the routes through which psychological ownership emerges, and (c) the individual‐level outcomes (e.g., emotional, attitudinal, motivational, and behavioral) that result from an employee's psychological ownership of his or her job. Our work covers several previously ignored positive and negative effects. We conclude by positioning psychological ownership as a plausible substitute for other proposed mediating psychological states in the job design–employee response relationship. Copyright © 2008 John Wiley & Sons, Ltd.

Work system design to improve the economic performance of the firm

PurposeThe purpose of this paper is to look at job design, motivation and teamwork. As the market gets more competitive, companies must change their plan of attack on almost a daily basis. They need to answer the question: what is the best way to do business? As employers look at job design they will find that it is not the only factor that indicates how productive employees are in the workplace. Motivation also determines how much energy employees will expend, as well as what tasks will be accomplished, and in what amount of time it will be completed.Design/methodology/approachIncreasing productivity among employees is the key to a successful work group and firm. This paper will look at job design, motivation in the workplace and teamwork as they continue to be the major factors that determine the amount of work an individual does within a firm. Job design includes three main categories: job enlargement, job rotation, and job enrichment. The job characteristics model, a more recent approach to job design, includes five core job characteristics that include skill variety, task identity, task significance, autonomy, and job feedback.FindingsThe paper presents plenty of evidence that organizations are increasingly relying on teams to handle work once taken on by one person. Self‐managed teams are given the authority to make decisions that were once reserved for managers. Cross‐functional teams are used to improve coordination among different departments involved in carrying out a joint project. Many organizations are implementing these teams successfully into their structure. The result is that they are finding them to be more productive and prosperous than the work of single individuals.Practical implicationsWork teams such as self‐directed teams and cross‐functional teams are becoming increasingly popular among firms in today's work environment. Teams can work together in a dynamic business world to gain an edge over the competition.Originality/valueOverall, job design, motivation, and teamwork tie together and create a work environment that can either help or hurt an organization. If a proper plan is implemented, then the firm should be more productively successful.

Models of motivation in software engineering

Motivation in software engineering is recognized as a key success factor for software projects, but although there are many papers written about motivation in software engineering, the field lacks a comprehensive overview of the area. In particular, several models of motivation have been proposed, but they either rely heavily on one particular model (the job characteristics model), or are quite disparate and difficult to combine. Using the results from our previous systematic literature review (SLR), we constructed a new model of motivation in software engineering. We then compared this new model with existing models and refined it based on this comparison. This paper summarises the SLR results, presents the important existing models found in the literature and explains the development of our new model of motivation in software engineering.

Designing volunteers’ tasks to maximize motivation, satisfaction and performance: The impact of job characteristics on volunteer engagement

We conducted a field study to test the applicability of the job characteristics model (JCM) in volunteer organizations and examine the impact of job characteristics on volunteer motivation, satisfaction and intent to quit, as well as test a measure of volunteer performance. One hundred and twenty-four volunteers completed measures of job characteristics, motivation, satisfaction, and intent to quit. Supervisors rated volunteer task performance and organizational citizenship behaviors (OCB). Results showed that job characteristics were related to volunteers’ autonomous motivation, satisfaction and performance. Autonomous motivation acted as a mediator in the relationship between job characteristics and satisfaction. The theoretical and practical implications of these findings are discussed.

Designing Business School Courses To Promote Student Motivation: An Application of the Job Characteristics Model

Student motivation within the classrooms is a widely recognized problem and will remain so in the foreseeable future. Literature suggests that students' motivation for learning and performance can be enhanced by creating an appropriate classroom environment, which is again determined by the design of various structural characteristics of a course, such as type of tasks, autonomy of students, and evaluation. On the basis of the framework of Hackman and Oldham's Job Characteristics Model (JCM) and support from educational research, this conceptual article identifies the structural characteristics instrumental to an effective course design and presents related instructional strategies for maximizing student motivation in business school classrooms. Various issues related to the proposed application of the JCM framework in classrooms, including its relevance to the larger landscape of business education, are also discussed.

An Exploratory Study of the Team Characteristics Model Using Organizational Teams

Research on teamwork in organizations has typically found positive outcomes for employees, such as high productivity, improved satisfaction, and a greater feeling of influence over their work. An important research question is, How does participating on teams lead to these positive work outcomes? In 1976, Hackman and Oldham developed their Job Characteristics Model to explain how effective job design can lead to positive work outcomes for individuals. A Team Characteristics Model was developed to explain how effective work group design can lead to positive work outcomes for teams, and it was tested on team members working on six organizational teams over a period of 4 months. The Team Characteristics Model was generally supported for the critical psychological states but generally not supported for work outcomes. Across all employees, higher levels of the critical psychological states were significantly correlated with higher levels of work outcomes. Suggestions are made for future research using the model.

Effects of satisfaction with communication on the relationship between individual‐job congruence and job performance/satisfaction

PurposeThe purpose of this paper is to examine the moderating influence of communication satisfaction on the association between individual‐job congruence and both job performance and job satisfaction.Design/methodology/approachModerated regression analysis was used to assess data collected from 302 employees addressing the research variables of job scope, growth need strength, satisfaction with communication, job performance, and job satisfaction.FindingsSatisfaction with communication received weak support as a moderator of the individual‐job congruence model; nevertheless, it received strong support as a main predictor of both performance and satisfaction.Research limitations/implicationsLow statistical power frequently reflected by moderated regression analysis may explain the weak support communication satisfaction received as a moderator. Different approaches for solving the presence of low power are discussed. On the other hand, the elusive venture of promoting and experiencing satisfaction with communication has been detected and the need for exploring the possible curvilinear effects of specific communication dimensions and organizational constructs on communication satisfaction is introduced.Practical implicationsVariables associated with human interaction may be dysfunctional at both extremes. For example, upward communication might have favorable and unfavorable consequences on satisfaction with communication. Thus, dealing with communication satisfaction may necessitate the adoption of a contingency approach.Originality/valueThe uniqueness of this research lies in its effort of exploring the moderating impact of communication satisfaction on the job characteristics model. The results encourage future research endeavors and particular management practices.

İş Özellikleri Modelinin Otel İşletmelerinde Uygulanabilirliğine Yönelik Bir Araştırma

This study aims at testing whether job characteristics model, one of important ways of motivating workers, can be applied to hotel workers or not. The hypotheses in this study are analyzed by using chi-square test to detect possible relationships. The empirical results indicate that hypotheses are accepted. The empirical application of research is practiced at Balikesir-Gonen Kaplicalar Isletmesi A.S., Entur Termal Hotel, Omur Hotel and Adramis Termal Hotel with 431 workers through a survey. The statements about working features are analyzed with explanatory factor analysis, and three factor-dimensions are found according to results. Regarding results of study, it is found that three working traits associated with the meaningfulness of is a cause of making hotel employees feel how meaningful their work is, which contributes to an increase in working motivation.

The construct validity of the revised job diagnostic survey

The Job Characteristics Model, the accompanying Job Diagnostic Survey (JDS) and the proposed steps for improving motivation, satisfaction and performance have been functionally utilized in South Africa as a revised job redesign practice to address some critical human resources problems currently facing managers and human resources practitioners. The aim of the study was ] to determine the construct validity of the Revised Job Diagnostic Survey (JDS) in the South African context. The Revised JDS was evaluated using item analysis and confirmatory factor analysis. The finding of this study is in favour of the Revised JDS as a reliable and factorially valid instrument for South African use. The promising results of this study should pave the way for further research and the search for more conclusive evidence on the construct validity of the Revised JDS in the South African context.

Retaining therapy radiographers: What’s so special about us?

AbstractHigh therapist vacancy rates and an unsatisfied workforce reduce the opportunity to meet waiting time targets or maintain high standards of care. Current vacancy rates may conceal true staff shortages because of financial pressures. Levels of job satisfaction among the therapy radiographer workforce are presently unknown. A multi-phase study to investigate job satisfaction of therapy radiographers in the United Kingdom is under way. Phase I was an interpretive grounded theory study and, as interviews progressed, a review of the literature on job satisfaction was warranted (in line with the principles of grounded theory). The purpose of this article is to evaluate the literature on job satisfaction as a way to inform the development of retention strategies within the radiotherapy profession. The discussion is focused under the following three themes identified from our phase I study: job design, leadership and organisational governance, stress and burnout. A number of models within the wider literature can inform retention strategies for radiotherapy managers. In particular, the job characteristics model and the model for job-specific well-being adequately identify factors that are relevant to the work of a therapy radiographer. Ensuring mental challenge through job design and continuing professional development opportunities is vital to retaining staff. Support from immediate managers is also a crucial aspect of workers development of intentions to leave. Manager support can moderate experiences of job stress, limiting job dissatisfaction and reducing leaving intentions. Stress and burnout have been cited as significant in reducing job satisfaction in health workers. In the United States, high levels of emotional exhaustion among radiation therapists highlight the potential for the development of burnout within the UK therapy workforce. The discussion looks at the importance of these characteristics within a general retention strategy and recommends future areas of study.

Distributed Leadership as Work Redesign: Retrofitting the Job Characteristics Model

In this article, we revive work redesign theory, specifically Hackman and Oldham's Job Characteristics Model (JCM), to examine distributed leadership initiatives. Based on our early observations of six schools engaged in distributed leadership reform and a broad review of literature, including empirical tests of work redesign theory, we retrofit the JCM by: (1) adding more transition mechanisms to explain how changes in work could lead to the widespread performance of leadership functions; (2) accounting for distributed leadership reform as a group work redesign; and (3) enumerating relevant contextual variables that should impact the development, shape, and success of such reforms.

Analysing the job characteristics model: new support from a cross-section of establishments

We evaluate the empirical relevance of the Job Characteristics Model of Hackman and Oldham in the modern organizational environment using unique, nationally representative data from a survey of British establishments. The data contain information on a large number of establishments and multiple workers within each establishment. The results generally support the Job Characteristics Model's predictions that task variety and worker autonomy are positively associated with labour productivity and product quality and that autonomy is positively associated with worker satisfaction. In contrast to previous studies, we find the results for task variety are stronger for the performance-related outcomes than for worker satisfaction. The theoretically predicted moderating effect of context satisfaction is largely unsupported in the data.

Does role clarity explain employee‐perceived service quality?

PurposeRole clarity of frontline staff is critical to their perceptions of service quality in call centres. The purpose of this study is to examine the effects of role clarity and its antecedents and consequences on employee‐perceived service quality.Design/methodology/approachA conceptual model, based on the job characteristics model and cognitive theories, is proposed. Key antecedents of role clarity considered here are feedback, autonomy, participation, supervisory consideration, and team support; while key consequences are organizational commitment, job satisfaction and service quality. An internal marketing approach is adopted and all variables are measured from the frontline employee's perspective. A structural equation model is developed and tested on a sample of 342 call centre representatives of a major commercial bank in the UK.FindingsThe research reveals that role clarity plays a critical role in explaining employee perceptions of service quality. Further, the research findings indicate that feedback, participation and team support significantly influence role clarity, which in turn influences job satisfaction and organizational commitment.Research limitations/implicationsThe research suggests that boundary personnel in service firms should strive for more clarity in perceived role for delivering better service quality. The limitations are in sample availability from in‐house transaction call centres of a single bank.Originality/valueThe contributions of this study are untangling the confusing research evidence on the effect of role clarity on service quality, using service quality as a performance variable as opposed to productivity estimates, adopting an internal marketing approach to understanding the phenomenon, and introducing teamwork along with job‐design and supervisory factors as antecedent to role clarity.

How to increase work autonomy in workflow management systems?

PurposeCurrent workflow management systems (WfMS's) are often too rigid and lead to “chain production” in the office. The paper proposes a number of “tuning measures” to reconfigure an implemented WfMS in such a way that it is more agreeable to the needs of its users.Design/methodology/approachThe “tuning measures” are generated through a creative process that is founded on two theoretical pillars: the job characteristics model, from the domain of job design theory and work psychology, and the assignment and synchronization policies, from the area of workflow management.FindingsBy combining theories from both job design theory and workflow management we have developed a number of measures to “tune” WfMS's in a human oriented way. An expert panel has selected the six most promising of these measures. These six measures have been used in the evaluation of three contemporary WfMS's. From this evaluation we concluded that current workflow technology is only partly able to support our measures.Research limitations/implicationsBecause of the limited system evaluation, it would be valuable to do a more thorough evaluation of the three systems, have a closer study of the other generated ideas, and to broaden the scope of systems we considered. Additionally, it seems worthwhile to perform an actual validation in practice, i.e. an experiment with real workflow users in a realistic setting.Originality/valueNew in this paper is the focus on people working with WfMS's. The paper tries to go beyond the traditional borders of finding a good support for a business process. It highlights the importance of the human factor in the success of the implementation of a workflow system in a company and gives directions for concrete improvement in order to make working with a WfMS more enjoyable to its users. The proposals stated in the paper are of value to workflow designers, managers and workflow researchers.

Enhancing Creativity Through “Mindless” Work: A Framework of Workday Design

We propose that organizations use a new framework of workday design to enhance the creativity of today’s chronically overworked professionals. Although insights from creativity research have been integrated into models of work design to increase the stimulants of creativity (e.g., intrinsic motivation), this has not led to work design models that have effectively reduced the obstacles to creativity (e.g., workload pressures). As a consequence, creative output among professionals in high-workload contexts remains disappointing. In response, we offer a framework of work design that focuses on the design of entire workdays rather than the typical focus on designing either specific tasks or very broad job descriptions (e.g., as the job characteristics model in Hackman et al. 1975). Furthermore, we introduce the concept of “mindless” work (i.e., work that is low in both cognitive difficulty and performance pressures) as an integral part of this framework. We suggest that to enhance creativity among chronically overworked professionals, workdays should be designed to alternate between bouts of cognitively challenging and high-pressure work (as suggested in the original model by Hackman et al. 1975), and bouts of mindless work (as defined in this paper). We discuss the implications of our framework for theories of work design and creativity.

Towards a unified model of employee motivation

The essentially social–cognitive job characteristics model and the largely cognitive expectancy model seem at first sight to be quite different, but just changing the terms used to describe the variables actually reveals substantial similarities. Such manipulation has enabled the authors to integrate the two models into one. Drawing upon their own current and research experiences into management practices in a wide range of organizations in the UK, internationally and their recent management audit of 3000 SMEs in the UK, the authors identify and evaluate a vital aspect of management theory and practice. It is hoped that the paper provides some signposts for future research. Copyright © 2006 John Wiley & Sons, Ltd.

Could lean production job design be intrinsically motivating? Contextual, configurational, and levels-of-analysis issues

Are lean production jobs intrinsically motivating? More than 20 years after the arrival of lean production, this question remains unresolved. Generally accepted models of job design such as the Job Characteristics Model (JCM, (Hackman, J.R., Oldham, G.R. 1976. Motivation through the design of work: test of a theory. Organizational Behavior and Human Performance 16, 250–279.)) cannot explain the occurrence of worker intrinsic motivation in the context of lean production. In this paper, we extend the JCM to the lean production context to explain the theoretical relationship between job characteristics and motivational outcomes in lean production. We suggest that a configuration of lean production practices is more important for worker intrinsic motivation than are independent main effects, and that motivation may be limited by excessive leanness. We conclude that lean production job design may engender worker intrinsic motivation; however, there are likely to be substantial differences in intrinsic motivation under differing lean production configurations.