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