Job Characteristics Model
16.4 هزار بار بازدید -
5 سال پیش
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The theory is that if
The theory is that if workers are more motivated, they will produce more work. It is to this last approach to job design that we can apply the job characteristics model. The job characteristics model provides a conceptual framework for designing or enriching jobs based on core job characteristics.
The model can be used by individual managers or by members of a team. Use of the job characteristics model may improve employee motivation and job satisfaction, and it can increase performance. Users of the JCM focus on core job dimensions, the psychological states of employees, and the strength of employees’ need for growth. Use of the job characteristics model improves employees’ motivation, performance, and job satisfaction and reduces their absenteeism and job turnover.
In the JCM, the five core job characteristics can be fine-tuned to improve the outcomes of a job in terms of employees’ productivity and their quality of working life: Skill variety is the number of diverse tasks that make up a job and the number of skills used to perform the job. Task identity is the degree to which an employee performs a whole identifiable task.
Task significance is an employee’s perception of the importance of the task to others—the organization, the department, coworkers, and/or customers. Autonomy is the degree to which the employee has discretion to make decisions in planning, organizing, and controlling the task performed. Feedback is the extent to which employees find out how well they perform their tasks. Note that if employees are not interested in enriching their jobs, the job characteristics model will fail.
The first three of the core job characteristics lead collectively to the psychological state of experienced meaningfulness of work, which means that if we provide workers with a variety of things to do (meaning they need multiple skills in order to do their job), if they can identify what it is that they are accomplishing, and if they think that their job is a significant endeavor, then they will think that their work has meaning and thus be more likely to stay in the job and do it well.
We, as managers, have to make decisions over time about what kind of job design process we are going to utilize. It is not always the motivational approach! Sometimes, we may need to use the mechanistic job design approach, the biological approach, the perceptual-motor approach, or a combination of those approaches. However, we need to make these decisions during the job design phase so that we understand what end result we are looking for.
The model can be used by individual managers or by members of a team. Use of the job characteristics model may improve employee motivation and job satisfaction, and it can increase performance. Users of the JCM focus on core job dimensions, the psychological states of employees, and the strength of employees’ need for growth. Use of the job characteristics model improves employees’ motivation, performance, and job satisfaction and reduces their absenteeism and job turnover.
In the JCM, the five core job characteristics can be fine-tuned to improve the outcomes of a job in terms of employees’ productivity and their quality of working life: Skill variety is the number of diverse tasks that make up a job and the number of skills used to perform the job. Task identity is the degree to which an employee performs a whole identifiable task.
Task significance is an employee’s perception of the importance of the task to others—the organization, the department, coworkers, and/or customers. Autonomy is the degree to which the employee has discretion to make decisions in planning, organizing, and controlling the task performed. Feedback is the extent to which employees find out how well they perform their tasks. Note that if employees are not interested in enriching their jobs, the job characteristics model will fail.
The first three of the core job characteristics lead collectively to the psychological state of experienced meaningfulness of work, which means that if we provide workers with a variety of things to do (meaning they need multiple skills in order to do their job), if they can identify what it is that they are accomplishing, and if they think that their job is a significant endeavor, then they will think that their work has meaning and thus be more likely to stay in the job and do it well.
We, as managers, have to make decisions over time about what kind of job design process we are going to utilize. It is not always the motivational approach! Sometimes, we may need to use the mechanistic job design approach, the biological approach, the perceptual-motor approach, or a combination of those approaches. However, we need to make these decisions during the job design phase so that we understand what end result we are looking for.
5 سال پیش
در تاریخ 1398/08/20 منتشر شده
است.
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