Motivation by Job Design

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Most research in job design suggests taking a look at the aspect of job structure. This structure tells us how these elements in a job are organized can act to increase or decrease effort. When I took a look at the Job Characteristics Model (JCM) it describes five core job dimensions that managers should look into to increase motivation within employees.  I have heard employees say “I only come to work for this easy check, there is nothing to do here but eat, sleep and the most work if any is when a resident decides to act out. I wondered about those statements and ask myself ' Do they like their job, do they want to be here, and most of all are they committed or can they become committed? This is why I thought, Motivating by Job Design: The Job Characteristics Model was interesting. The dimensions are as follow,

Skill variety, having enough activities in a job “so the worker can use a number of different skills and talent” (Robbins & Judge, 2011, "Motivation by Job Design: The Job Characteristics Model")... Task identity, how much of the “job requires completion of a whole and identifiable piece of work” (Robbins & Judge, 2011, "Motivation by Job Design: The Job Characteristics Model") meaning that if your job requires doing one or two activities it may score low on the model and may not become experienced, meaningfulness at work. They also my score low on internal work motivation. Task significance is another element in job structure was jobs should be designed to have an impact on employee’s lives or work with other people. Autonomy is an important connection also to job structure because an employee which has no freedom to be independent and discrete in scheduling the work and carry it out will score low on the JCM. The one most important element in job design is feedback, it not only lower absenteeism and turnover but the psychological states of mind of the employee and employer scores high on the “knowledge of the actual results of the work...
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