Job Characteristics Model - Literature review Example

Business Name: Course: Tutor: Date: Business Job characteristics model (JCM) JCM is a model that was proposed by Hackman and Oldham (1975, 1976, and 1980). Job characteristics model is a job design model that is comprised of core job dimensions, critical psychological needs and employee growth-need strength. Multisource feedback (MSF) involves the processes that gather and share information about target employees and it includes both quantitative and qualitative performance feedback. MSF is effective in measuring performance than upward feedback is (Yuki & Seifert, 2005) and is has grown more popular because most employees do not accept single performance rating. MSF’s validity is demonstrated by the ratings of multisource which are related to various performance measures (Smither, London & Reilly, 2005) It is a model that states that for motivation, satisfaction (both job and growth satisfaction), effectiveness at work, and work performance (Dodd & Ganster 1996, p. 991) to be obtained in the workplace, then some states that deal with psychology must be present in an individual. The states are: experienced meaningfulness of the work to be performed, ability to take responsibility for the outcomes at work and the knowledge of results (Kleinbeck & Forschungsgemeinschaft 1990, p. 85). Motivation, labor productivity, product quality and job satisfaction are the main determinants of the success of an organization. This influences the outcomes at work and ensures that moderation is achieved in the work place and hence factors concerning the work environment are affected. The factors include: satisfaction of workers, security in the workplace, recognition of co-workers and supervisors (DeVaro & Brookshire 2007, p. 986). There are several elements contained in the job characteristics model of job design that lead to the motivation of employees (Parker et al 2001, p. 987). The elements are the core job dimensions and they include: Skill variety: where employees need to possess several skills for them to successfully deliver good results. Identification of tasks: this is where workers know the jobs they are required to perform. Significance of tasks: this is where employees have the ability to substantiate the work they have performed. Autonomy: the employees have the freedom to decide on the method to follow when delivering the work they have been assigned to do. Feedback: the job assigned in it should provide enough information on whether it was performed correctly without the need for employees to be present. Motivating potential score (MPS) = ((skill variety + Identification of tasks + Significance of tasks) * autonomy* feedback)/3 The critical psychological states as mentioned earlier are greatly influenced by the elements contained in the core job dimensions. The experienced meaningfulness of the work performed by the employees is influenced by skill variety, identification of tasks and significance of tasks. The ability to take responsibility for the outcomes at work is influenced by autonomy. The knowledge of results enables the employees to provide feedback. Another component of job characteristics model is employee growth-need strength which explains the differences that people have in their growth and development. This model is highly effective for individuals who have the desire for needs that are in the higher level of Maslow’s hierarchy of needs. It is favorable to individuals who need to grow and also expand their abilities (Daft & Marcic 2010, p. 422). Employee motivation is where organizations try to understand how to motivate employees so that they can improve the performance and productivity of the organization. Motivation is also the forces that drive employees to carry out some activity and it determines the form and direction of the work. According to Sempane, Rieger and Roodt (2002) job satisfaction is when people evaluate their jobs in relation to issues that are important to them and it increases with age. Job satisfaction is impacted by employees’ personal characteristics. The performance of an organization is improved through educating and training employees, ownership of employees and providing benefits to employees (Gitman & McDaniel 2008, p. 249). When employees lack motivation they may want to seek employment in other organizations where job satisfaction is guaranteed. Employee motivation is in three levels that is; the direction in which the behavior of employees take, their effort level and their persistence level (Donald et al, 2010, p.211, 212). Organizations have discovered that employees who are motivated and satisfied have the ability to deliver powerfully and are also motivated to continue their relationship with the firm and this is according to Watson (1994). There are several factors that lead to motivation of employees, some are tangible others are intangible. The tangible ones include money and the intangible ones include the sense of achievement, this is according to Spector (2003). Job rotation in an organization helps in motivation of employees; this is because it reduces boredom and enables employees to understand how the work they do contributes to the success of the organization. Job enrichment can be used by management to motivate employees and it is based on the job characteristics model. The management can enrich employee jobs by: task combination; tasks are combined to form one large unit, formation of natural work units; this makes the tasks of employees more meaningful, establishment of client relationships; this enhances the relations between employers and employees, vertically expanding jobs; gives employees control over their work, opening feedback channels; enables employees to know if their performance is improved or not and also putting more meaning to work (Griffin & Moorhead, 2011, p.127, 128). The core dimensions of JCM are essential in the human resource field because recruiting of human resource is vital to an organization. The element of skill variety is essential in recruiting because the individuals being brought into the organization should have different skills that will promote the success of the firm. Identification of tasks is important as the employees need to be aware of their specific jobs and this helps when managing jobs. Significance of tasks is essential especially when substantiation of jobs is required. The manager needs to give the employees freedom to take over their jobs so that they are able to deliver the work assigned to them appropriately. Feedback enables the manager to analyze the work done without the employee explaining their work (DeVaro & Brookshire 2007, p. 987). Organizational behavior involves the study of the behavior of humans in an organization. This is an important issue for managers because employees bring into the workplace different character traits. Organizational behavior helps managers to better understand the needs, behaviors and feelings and also improve capabilities of decision making and clarify the factors used by managers to manage (Griffin & Moorhead, 2011, p. 127, 128). The organization uses autocratic model and it operates out of McGregor’s Organizational Behavior Theory X. The management has the responsibility of coercing and controlling their employees. The HRM achieves the organizational objectives by directing and may threaten employees with punishment incase they do not deliver according to expectations. This organizational behavior theory is useful to the organization because employees do not want to take responsibility for their actions and also seek security in the workplace. The human resource manager is responsible for performing such tasks as recruiting, selection, linking functions such as performance management and training. The criteria that is used to measure performance by the human resource manager include: Determining and communicating policies and standards of best practice; Deals with appointments, promotions, and disciplinary actions undertaken; Advising various organizational departments on the policies and plans of implementation; Formulating pay and conditions of service and ensure that the ranks and grades are comparable with the responsibilities assigned. Implementation of performance management in an organization is made possible by the benefits of MSF which include: it helps to increase participants’ awareness of their strengths and weaknesses, it motivates employees to correct their weaknesses, it provides information about the needs for training, it improves communication between the management and its subordinates and provides information about appraisal management performance. As for employees, MSF helps them to identify their strengths and the areas that need to be improved. The employees can compare and contrast feedback from several sources. Performance measurement of the human resource manager: Ability to assign projects that enable and provide development opportunities; Ability to provide clear direction Ability to influence other members by asserting their views Ability to make own decisions when necessary In conclusion, JCM is an important tool in the achievement of organization’s targets and goals. The core job dimension elements help in defining individual jobs and hence management is enhanced. Organizational behavior is vital in the recruitment of human resource and Multisource Feedback helps in performance measurement. Job rotation and enrichment are used in the motivation of employees. References Bohlander, George, Snell, Scott 2009, Managing Human Resources, Cengage Learning, New York. Bliese, P.D 2000, ‘Within-Group Agreement, Non-Independence, and Reliability’. Multi-level Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions, Jossey-Bass, San Francisco, CA. Daft, Richard, Marcic, Dorothy 2010, Understanding Management, Cengage Learning, New York. DeVaro, Jed & Brookshire, Dana 2007, Analysing the job characteristics model: new support from a cross-section of establishments, Int. J. of Human Resource Management Vol. 18: 986–1003. Dodd, N & Ganster, D 1996, ‘The Interactive Effects of Variety, Autonomy, and Feedback on Attitudes and Performance’, Journal of Organizational Behavior, 17: 329– 47. Gitman, J., Lawrence & McDaniel, Carl 2008, The Future of Business: The Essentials, Cengage Learning, New York. Herzberg, F., Mausner, B. & Snyderman, B 1959, The Motivation to Work, John Wiley, New York. Hackman J.R, & G.R, Oldham 1976, ‘Motivation through the Design of Work: Test of a Theory’, Organizational Behavior and Human Performance, Vol. 16: 250–79. Kleinbeck, Uwe & Forschungsgemeinschaft, Deutsche 1990, Work motivation, Routledge, New York. Mosley, Donald, H. Pietri, Paul, Mosley, Jr 2010, Supervisory Management, Cengage Learning, New York: Parker, S.K. and Wall, T.D 1998, Job and Work Design: Organizing Work to Promote Well Being and Effectiveness, Sage, San Francisco, CA. Parker, S., Wall, T & Cordery, J 2001, ‘Future Work Design Research and Practice: Towards an Elaborated Model of Work Design’, Journal of Occupational and Organizational Psychology, 74: 413–40. http://www.nwlink.com/~donclark/leader/leadhb.html#McGregor Read More