Transcript Job Characteristics Model & Assembly Line Team Application

Job Characteristics Model
• Task Identity
– Extent to which employees complete a whole,
identifiable piece of work
• Job Feedback
– Extent to which completing a task provides clear &
timely performance feedback
• Autonomy
– Extent of freedom and discretion available to determine
how to perform the job
Job Characteristics Model (cont)
• Skill Variety
– Extent to which job requires a range of competencies
and abilities
• Task Significance
– Extent to which employees impact others and the
company
The Job Characteristics Model
Core Job
Dimensions
Skill variety
Task identify
Task significance
Critical
Psychological
States
Experienced
meaningfulness
of the work
Autonomy
Experienced
responsibility
for outcomes
of the work
Feedback
Knowledge of the
actual results of
the work activities
Personal
and Work
Outcomes
High internal
work motivation
High-quality
work performance
High satisfaction
with the work
Low absenteeism
and turnover
Employee Growth
Need Strength
Prentice Hall, 2001
Chapter 15
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Examples of High and Low Job Characteristics
Characteristics
Examples
Skill Variety
• High variety
The owner-operator of a garage who does electrical repair, rebuilds engines,
does body work, and interacts with customers
• Low variety
A bodyshop worker who sprays paint eight hours a day
Task Identity
• High identity
A cabinetmaker who designs a pieces of furniture, selects the wood, builds the
object, and finishes it to perfection
• Low identity
A worker in a furniture factory who operates a lathe to make table legs
Task Significance
• High significance Nursing the sick in a hospital intensive care unit
• Low significance Sweeping hospital floors
Autonomy
• High autonomy
A telephone installer who schedules his or her own work for the day, and
decides on the best techniques for a particular installation
• Low autonomy
A telephone operator who must handle calls as they come according to a
routine, highly specified procedure
Feedback
• High feedback
An electronics factory worker who assembles a radio and then tests it to
determine if it operates properly
• Low feedback
An electronics factory worker who assembles a radio and then routes it to a
quality control inspector who tests and adjusts it
Prentice Hall, 2001
Chapter 15
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“JCM” & Assembly Line
Application
• Changes in management philosophy?
• Changes in how the work was done?
• Outcomes for the organization?
• Outcomes for the employees & managers?
Little Ambition
Theory X
Workers
Dislike Work
Avoid Responsibility
Self-Directed
Theory Y
Workers
Enjoy Work
Accept Responsibility
Prentice Hall, 2001
Chapter 6
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Need Theories of Motivation
• Maslow’s Hierarchy
• Mclelland’s Theory of Needs (read these)
– Achievement
– Power
– Affiliation
Assumptions of
Maslow’s Theory
• Five needs arranged in a hierarchy
– Lower order needs
• Similar to hygiene factors
– Higher order needs
• Similar to motivator factors
• Unfulfilled needs motivate behavior
– Start at the bottom and move up
Maslow’s Hierarchy
• Physiological
– Basic needs (food & shelter) satisfied through wages
• Security
– Basic protection from threats:
safe working conditions, job security (move to
employability based security)
• Social
– Feeling welcomed, part of the group or organization
Maslow’s Hierarchy (Continued
• Esteem
– Feeling your work is appreciated by others;
Recognition from others
• Awards, public recognition
• Informal recognition, communicating that a job is well done
• Self-Actualization
– Achieving one’s potential
– Doing work that is of critical importance to you
– Self-development & growth is being maximized