Job characteristics

The job characteristic model, also known as the job characteristic theory, is a model "developed by Richard Hackman and Greg Oldham, which provides a conceptual framework for designing or enriching jobs." (Lussier R.N., 2009, p.182). Job attributes are considered to have a significant effect on the efficiency of workers, their level of happiness and, as a result, on the service quality(Grilo Pinto de Sa A. C., Ferreira Lopes de Moura e Sa, P. H., 2014).

Job characteristics model is commonly used by managers or any other team members (Ten sam przypis) Job characteristics model users focus on 3 elements, such as "job dimensions, psychological states of employees, and the strength of employees’ need for growth". The JCM enables to develop job satisfaction and employee performance through adjusting the job dimensions itself. When done successfully, it can help with creating appropriate conditions for employees, so as to make them motivated and satisfied by their own performance and role. The main assumptions of the model are that job satisfaction is created by the appearance of three key psychological states:

• experienced meaningfulness of work,
• experienced responsibility for work
• knowledge of the results of work.

These stages, in turn, are the result of the five job core dimensions such as:

• skill variety,
• task identity,
• task significance,
• autonomy,
• feedback.

Job core dimensions

Skill variety "is the number of diverse tasks that make up a job and the number of skills used to perform the job" - According to Job Characteristics Model The more complex and challenging the job, the greater satisfaction of employees who do it. This makes them feel more needed and their work much more meaningful, contrary to repetitive tasks that do not require much input or creativity.

Task identity "is the degree to which an employee performs a whole identifiable task" - According to the theory, once a person knows what has to be done, understands when the job is finished and done properly and, at the same time, is able to see the outcome of what is achieved, job becomes more meaningful to it.

Task significance "is an employee’s perception of the importance of the task to others - the organization, the department, coworkers, and/or customers" - That is the degree to which work has a profound effect on the life of other individuals within the organization, as well as on society itself.

Autonomy"is the degree to which the employee has discretion to make decisions in planning, organizing and controlling the task performed" - It determines the degree of freedom a worker has with regard to the way in which he performs his work and the tasks concerned.

Feedback "is the extent to which employees find out how well they perform their task" - The theory states that when an employee receives positive feedback, their self-esteem and motivation increase. However, even when the feedback is not positive, the employee knows that he or she should change something in order to progress.

Critical Psychological Stages

Meaningfulness of work describes the degree to which the employee understands the job being intrinsically important and also can communicate its significance to other individuals and the surrounding(Hackman, J. R. & Oldham, G. R., 1975). Responsibility for outcomes describes the level to which the employee is directly responsible for the effects of his or her job. Knowledge of results describes the extent at which the employee knows and acknowledges how well he or she does the job.

Examples of Job characteristics

• Skill Variety: This refers to the number of different skills that an employee needs to perform their job. For example, a nurse would be required to have a wide range of skills such as clinical, administrative, and interpersonal.
• Task Identity: This refers to the degree to which a job requires employees to complete a whole and identifiable piece of work. For example, a carpenter would need to complete the entire process of constructing a piece of furniture from start to finish.
• Task Significance: This refers to the impact that the job has on the lives of others. For example, a fire fighter’s job has a great impact on the safety of the community.
• Autonomy: This refers to the degree of freedom that an employee has in terms of how they complete their job. For example, a software developer may be given the freedom to decide how to go about developing a program.
• Feedback: This refers to the degree to which an employee receives timely and accurate feedback on their performance. For example, a salesperson may be given feedback on their performance in the form of sales figures.

Advantages of Job characteristics

The job characteristic theory has many advantages, including:

• Improved job satisfaction and motivation: By emphasizing job enrichment and personal growth, the job characteristic model encourages employees to take ownership of their work and be more self-motivated. This in turn leads to increased job satisfaction and motivation.
• Increased job performance: When employees are given more autonomy and responsibility, they are more likely to take the initiative and perform with greater efficiency.
• Improved communication: By emphasizing job enrichment and personal growth, employees become more engaged and open to new ideas and perspectives. This encourages greater collaboration and communication.
• Increased creativity: By providing employees with the opportunity to use their skills and abilities in new ways, the job characteristic model encourages creativity and innovation.
• Improved organizational culture: When employees feel empowered and respected, the organizational culture is improved and morale is boosted.

Limitations of Job characteristics

• The Job Characteristic Model lacks empirical support, as there is a lack of research to support its validity.
• The model does not take into account the effect of external factors such as team dynamics, organizational culture and politics.
• The model does not differentiate between job roles and tasks, as it assumes all jobs are the same.
• The model does not consider the individual differences among employees, such as their skills, capabilities, and motivations.
• The model does not account for the complexity of the job environment and how different tasks interact with each other to form the overall job.
• The model may not be applicable to all types of jobs, as its five core job characteristics are too rigid and not flexible enough.

Other approaches related to Job characteristics

• Job enlargement: Job enlargement is the process of increasing the number of tasks associated with a given job. The goal is to make the employee's job more interesting, and to provide increased job satisfaction.
• Job rotation: Job rotation is a system in which employees are moved between two or more jobs at regular intervals. The purpose is to expose the employee to a variety of tasks, and to increase job satisfaction.
• Job enrichment: Job enrichment involves increasing the level of responsibility and autonomy associated with a job. The goal is to make the job more interesting, and to provide greater job satisfaction.
• Task identity: Task identity refers to the degree to which the job is seen as a complete task, with a beginning and an end. The goal is to make the job more meaningful, and to provide increased job satisfaction.
• Task significance: Task significance refers to the degree to which the job has an impact on the lives of others. The goal is to make the job more meaningful, and to provide increased job satisfaction.

In conclusion, the job characteristic model provides a framework for designing or enriching jobs and is closely related to other approaches such as job enlargement, job rotation, job enrichment, task identity and task significance, all of which aim to increase job satisfaction.

Footnotes

Job characteristics — recommended articles

Task identity — Theory X and Y — Team stages — Chester Barnard — Contingency leadership — Job design — Behavioral school — Internal motivation — Belbin team roles

References

• Fried Y., Ferris G.R., (1987), "The Validity of the Job Characteristics Model: A review and meta-analysis, Personnel Psychology INC, Department of Management and Organization Sciences, Wayne State University, Detroit, Michigan, vol. 40, p. 288
• Grilo Pinto de Sa A. C., Ferreira Lopes de Moura e Sa, P. H., (2014), Job Characteristics and Their Implications on the Satisfaction Levels of call Center Employees: a study on a large telecommunications company, Evista Brasileira De Gestão De Negócios, RBGN, São Paulo, Vol. 16
• Hackman, J. R. & Oldham, G. R. ,1975, Development of the job diagnostic survey. Journal of Applied Psychology, vol. 60(2)
• Khalil A. H., (2017), Effects of Job Characteristics on Employee Satisfaction in the Public Radio Stations in Syria, International Journal of Academic Research in Business and Social Sciences, Syria, vol. 7(9)
• Lussier R. N., (2009), Management Fundamentals, Concepts Applications Skill Development, South-Western Engage Learning, Springfield College, Massachusetts

Author: Wiktoria Tabak