JCM model
The Job Characteristics Model
Greenburg (2010) defines the job characteristics model as an approach to the job enrichment of employees. The model contained five core job dimensions that produced critical psychological states that in return lead to beneficial outcomes for individuals and their organizations. Work on the theory began around 1960 and the final draft was presented in 1980 in the book “Work Redesign” written by the designers of the model Greg R. Oldham and J. Richard Hackman. Hackman and Oldham (1975) designed two instruments to help with the implementation and proof of the theory. The first was the Job Ratings form which was designed to access the job characteristics of an organization from the viewpoints of external observers. The second was the Job Diagnostic Survey and it was used as a direct measure of the employee’s perception of the five crew characteristics, their psychological states, their Growth Needs Strength and outcomes. Boonzaier, Ficker and Rust (2000) state that the Job Characteristic model is a widely accepted conceptual tool for addressing problems related to employee demotivation, dissatisfaction and marginal performance. Wiesner and Vermeulen (1997) explain the Job Characteristics model along with the Job Diagnostic Survey tool have been successfully utilized in South Africa to help redesign job practices to address critical human resource problems. Greenburg (2010) identifies the five components of the theory and explains each one:
1. Skill variety- the extent to which a job requires being different activities with different employee’s skills.
2. Task identity- the extent to which a job will require the employee to complete the entire piece of work.
3. Task significance- The degree of impact that a job will have on others.
4. Autonomy the extent to which an employee has the freedom and discretion to plan, schedule and carry out their job task.
5. Feedback- the extent to which a job allows the employee to
Greenburg (2010) defines the job characteristics model as an approach to the job enrichment of employees. The model contained five core job dimensions that produced critical psychological states that in return lead to beneficial outcomes for individuals and their organizations. Work on the theory began around 1960 and the final draft was presented in 1980 in the book “Work Redesign” written by the designers of the model Greg R. Oldham and J. Richard Hackman. Hackman and Oldham (1975) designed two instruments to help with the implementation and proof of the theory. The first was the Job Ratings form which was designed to access the job characteristics of an organization from the viewpoints of external observers. The second was the Job Diagnostic Survey and it was used as a direct measure of the employee’s perception of the five crew characteristics, their psychological states, their Growth Needs Strength and outcomes. Boonzaier, Ficker and Rust (2000) state that the Job Characteristic model is a widely accepted conceptual tool for addressing problems related to employee demotivation, dissatisfaction and marginal performance. Wiesner and Vermeulen (1997) explain the Job Characteristics model along with the Job Diagnostic Survey tool have been successfully utilized in South Africa to help redesign job practices to address critical human resource problems. Greenburg (2010) identifies the five components of the theory and explains each one:
1. Skill variety- the extent to which a job requires being different activities with different employee’s skills.
2. Task identity- the extent to which a job will require the employee to complete the entire piece of work.
3. Task significance- The degree of impact that a job will have on others.
4. Autonomy the extent to which an employee has the freedom and discretion to plan, schedule and carry out their job task.
5. Feedback- the extent to which a job allows the employee to
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