#JOB CHARACTERISTICS MODEL SOFTWARE#
Think of two employees, both part of a team building a web based software tool. It could mean that the task has impact to the bottom line or even to society as a whole. It could mean that the task has impact within the organization. Impact can mean a lot of different things. Refers to the degree to which the task has impact. The theory states that it is the second worker who will find their work more meaningful. The first worker is involved only in the initial project planning, whereas the second worker is involved right from the initial planning through to when the first aircraft rolls off the production line. Think of two workers who are part of a project to build an airplane. The theory states that if the employee understands what needs to be done, understands when they are finished, and are able to see the outcome of what they achieved at the end, then they will feel that they are doing meaningful work. This refers to the degree to which the tasks of the job are clearly identifiable, and have a visible outcome. Job Characteristics Theory states that a job having more variety and thus requiring more skills and talents will result in an employee feeling that they are doing more meaningful work. Think of a job that requires lots of different skills and talents, and compare that with a job that is repetitive. Refers to the degree to which the job requires different skills and talents. Let’s jump in and explore the model so you can get the most out of using it. You can see the model in the diagram below: So what is the Job Characteristics Theory? In the nutshell the theory identified 5 core job characteristics, which lead to three psychological states, which in turn lead to 4 outcomes.
These days, the Job Characteristics Model comes under the concept of work design or job design, where the emphasis is on shaping a role to satisfy the needs of both the organization and the individual. Job Characteristics Theory (JCT) came about because the intended benefits of increased systemization often never materialized because of increased employee dissatisfaction. Earlier in the 20th century, jobs had been systematized and simplified to increase productivity and maximize production.
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