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The Job Characteristics Model (JCM) Describes Jobs in Terms of

The chapter discusses job design and the job characteristics model, which describes jobs based on five core dimensions: skill variety, task identity, task significance, autonomy, and feedback. These dimensions contribute to an job's motivating potential score. The chapter also discusses ways to increase employee motivation through job rotation, relational job design, flexible work schedules, employee participation programs, and variable pay plans tied to performance. Ultimately, understanding individual motivations, recognizing employee contributions, allowing participation in decisions, and fairly linking rewards to performance can enhance employee motivation and organizational outcomes.

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96 views

The Job Characteristics Model (JCM) Describes Jobs in Terms of

The chapter discusses job design and the job characteristics model, which describes jobs based on five core dimensions: skill variety, task identity, task significance, autonomy, and feedback. These dimensions contribute to an job's motivating potential score. The chapter also discusses ways to increase employee motivation through job rotation, relational job design, flexible work schedules, employee participation programs, and variable pay plans tied to performance. Ultimately, understanding individual motivations, recognizing employee contributions, allowing participation in decisions, and fairly linking rewards to performance can enhance employee motivation and organizational outcomes.

Uploaded by

lamar subeih
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Chapter 8:

Job design: The way the elements in a job are organized.

Job characteristics model (JCM): A model that proposes any job can be described in terms of
five core job dimensions: skill variety, task identity, task significance, autonomy, and feedback.

The job characteristics model (JCM) describes jobs in terms of five core job
dimensions:

1. Skill variety
2. Task identity
3. Task significance
4. Autonomy
5. Feedback

Skill variety: The degree to which a job requires a variety of different activities.

Task identity: The degree to which a job requires completion of a whole and identifiable piece
of work.

Task significance: The degree to which a job has a substantial impact on the lives or work of
other people.

Autonomy: The degree to which a job provides substantial freedom and discretion to
the individual in scheduling the work and in determining the procedures to be used in carrying it
out.

Feedback: The degree to which carrying out the work activities required by a job results in the
individual obtaining direct and clear information about the effectiveness of his or her
performance.

Motivating potential score (MPS): A predictive index that suggests the motivating potential in
a job.

Job rotation: The periodic shifting of an employee from one task to another.

Relational job design: Constructing jobs so employees see the positive difference they can
make in the lives of others directly through their work.
Flextime: Flexible work hours.

Job sharing: An arrangement that allows two or more individuals to split a traditional full-time
job.

Telecommuting: Working from home at least two days a week on a computer that is linked to
the employer’s office.

Employee involvement and participation (EIP): A participative process that uses the input of
employees to increase employee commitment to organizational success.

Forms of Employee Involvement Programs:

 Participative management
 Representative participation

Participative management: A process in which subordinates share a significant degree of


decision-making power with their immediate superiors.

Representative participation: A system in which workers participate in organizational decision


making through a small group of representative employees.
Variable-pay program: A pay plan that bases a portion of an employee’s pay on some
individual and/or organizational measure of performance.

Piece-rate pay plan: A pay plan in which workers are paid a fixed sum for each unit of
production completed.

Merit-based pay plan: A pay plan based on performance appraisal ratings.

Bonus: A pay plan that rewards employees for recent performance rather than historical
performance.

Profit-sharing plan: An organization- wide program that distributes compensation based on


some established formula designed around a company’s profitability.

Employee stock ownership plan (ESOP): A company-established benefits plan in which


employees acquire stock, often at below- market prices, as part of their benefits.

Flexible benefits: A benefits plan that allows each employee to put together a benefits package
individually tailored to his or her own needs and situation.

Employee recognition program: A plan to encourage specific employee behaviors by formally


appreciating specific employee contributions.

SUMMARY As we’ve seen in the chapter, understanding what motivates individuals is


ultimately key to organizational performance. Employees whose differences are recognized, who
feel valued, and who have the opportunity to work in jobs tailored to their strengths and interests
will be motivated to perform at the highest levels. Employee participation can also increase
employee productivity, commitment to work goals, motivation, and job satisfaction. However,
we cannot overlook the powerful role of organizational re- wards in influencing motivation. Pay,
benefits, and intrinsic rewards must be carefully and thoughtfully designed in order to enhance
employee motivation toward positive organizational outcomes.

IMPLICATIONS FOR MANAGERS

 Recognize individual differences. Spend the time necessary to understand what’s


important to each employee. Design jobs to align with individual needs to maximize their
motivation potential.

 Use goals and feedback. You should give employees firm, specific goals, and employees
should get feedback on how well they are faring in pursuit of those goals.

 Allow employees to participate in decisions that affect them. Employees can con- tribute
to setting work goals, choosing their own benefits packages, and solving productivity and
quality problems.
 Link rewards to performance. Rewards should be contingent on performance, and
employees must perceive the link between the two.

 Check the system for equity. Employees should perceive that individual effort and
outcomes explain differences in pay and other rewards.

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