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The job characteristics model, designed by Hackman and Oldham, is based on the idea that the task itself is key to employee motivation. Specifically, a boring and monotonous job stifles motivation to perform well, whereas a challenging job enhances motivation. Variety, autonomy and decision authority are three ways of adding challenge to a job. Job enrichment and job rotation are the two ways of adding variety and challenge.
It states that there are five core job characteristics (skill variety, task identity, task significance, autonomy, and feedback) which impact three critical psychological states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc.). The five core job characteristics can be combined to form a motivating potential score (MPS) for a job, which can be used as an index of how likely a job is to affect an employee's attitudes and behaviors.
Hackman and Oldham’s job characteristics theory proposes that high motivation is related to experiencing three psychological states whilst working:
In turn, each of these critical states are derived from certain characteristics of the job:
Knowing these critical job characteristics, the theory goes, it is then possible to derive the key components of the design of a job and redesign it:
There are three fundamental characteristics shared by all jobs:
1. Job range – the number of operations a job holder performs to complete a task.
2. Job depth – the amount of discretion a job holder has to decide job activities and job
outcomes.
3. Job relationships – the interpersonal relationships between job holders and their managers
and co-workers.