Hackman & Oldhams Job Characteristics ModelCore DimensionsPsychological StatesOutcomes Skill VarietyTask IdentityTask Signif.AutonomyFeedbackMeaningfulness of WorkResponsibilityfor outcomesKnowledge ofResultsHigh intrinsicmotivationHigh job per-ormanceHigh job satis-factionLow absenteeism & turnover

Moderating Variables for the Job Characteristics ModelGrowth need strengthjob is a vehicle for personal growth, sense of achievement, avenue for feeling successKnowledge and skillsSatisfaction with extrinsic aspects of work

Motivating Potential ScoreMPS=Skill Variety +Task Identity+Task Significance3XAutonomyXFeedback

Implementing Concepts for the Job Characteristics ModelCombine tasks: Effects skill variety, task identity, & task significanceGroup tasks into natural work units: Effects task significance and task identityGive workers contact with customers: Effects skill variety, autonomy, feedbackVertically load jobs: Effects autonomyOpen feedback channels: Effects feedback

Designing Jobs for TeamsTeam has to be an identifiable group, doing a specified piece of work, and be self-managingKey behaviors: Ask for ideas, give suggestions,. listen to others, share information, help othersManagers role: Make alterations needed for effective group performance, consult

Goals That MotivateSpecific GoalsDifficult GoalsGoal AcceptanceGoal Feedback

Why Goals MotivateMobilize energy in relation to goalFocus attention towards goals attainmentEncourages setting of action plans or strategies for goal attainmentEncourages persistence until goal is attained

Enhancing Goal AcceptanceParticipationRewardsSupportiveness

Incentives for IndividualsFor ExecutivesCompensation tied to achieving strategic goalsFor Lower Level EmployeesTied to performance: bonuses, commissions, piecework

Incentives for GroupsTeam incentivesProfit sharingGain sharingStock options

Where Pay Fails to MotivateBonuses or merit pay is too smallNon-existent link between pay and performancePerformance appraisal is done poorlyEffect of unionsAdaptation problems

Effective Reward SystemsSet high goals for performanceDevelop accurate ways to measure performanceTrain supervisors in performance appraisalLink pay to performanceMake increases noticeable and meaningful

Backwards & ForwardsSumming up: Examined how Hackmans & 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 motivatorNext time we begin our study of groups in the organization looking at how they function and the role of cohesiveness