Job characteristic theory

Job characteristics theory is a theory of work design. It provides “a set of implementing principles for enriching jobs in organizational settings”. The original version of job characteristics theory proposed a model of five “core” job characteristics (i.e. skill variety, task identity, task significance, autonomy, and feedback) that affect five work-related outcomes (i.e. motivation, satisfaction, performance, and absenteeism and turnover) through three psychological states (i.e. experienced meaningfulness, experienced responsibility, and knowledge of results). Job characteristics theory is a theory of work design. It provides “a set of implementing principles for enriching jobs in organizational settings”. The original version of job characteristics theory proposed a model of five “core” job characteristics (i.e. skill variety, task identity, task significance, autonomy, and feedback) that affect five work-related outcomes (i.e. motivation, satisfaction, performance, and absenteeism and turnover) through three psychological states (i.e. experienced meaningfulness, experienced responsibility, and knowledge of results). Work redesign first got its start in the 1960s. Up until then, the prevailing attitude was that jobs should be simplified in order to maximize production, however it was found that when subjected to highly routinized and repetitive tasks, the benefits of simplification sometimes disappeared due to worker dissatisfaction. It was proposed that jobs should be enriched in ways that boosted motivation, instead of just simplified to a string of repetitive tasks. It is from this viewpoint that Job Characteristics Theory emerged. In 1975, Greg R. Oldham and J. Richard Hackman constructed the original version of the Job Characteristics Theory (JCT), which is based on earlier work by Turner and Lawrence and Hackman and Lawler. Turner and Lawrence, provided a foundation of objective characteristics of jobs in work design. Further, Hackman and Lawler indicated the direct effect of job characteristics on employee's work related attitudes and behaviors and, more importantly, the individual differences in need for development, which is called Growth Need Strength in Job Characteristics Theory. In 1980, Hackman and Oldham presented the final form of the Job Characteristics Theory in their book Work Redesign. The main changes included the addition of two more moderators- Knowledge and Skill and Context Satisfaction, removal of the work outcomes of absenteeism and turnover, and increased focus on Internal Work Motivation. Several of the outcome variables were removed or renamed as well. Concentration was shifted to the affective outcomes following results from empirical studies that showed weak support for the relationship between the psychological states and behavioral outcomes. In addition to the theory, Oldham and Hackman also created two instruments, the Job Diagnostic Survey (JDS) and the Job Rating Form (JRF), for assessing constructs of the theory. The JDS directly measures jobholders' perceptions of the five core job characteristics, their experienced psychological states, their Growth Need Strength, and outcomes. The JRF was designed to obtain the assessments from external observers, such as supervisors or researchers, of the core job characteristics. According to the final version of the theory, five core job characteristics should prompt three critical psychological states, which lead to many favorable personal and work outcomes. The moderators Growth Need Strength, Knowledge and Skill, and Context Satisfaction should moderate the links between the job characteristics and the psychological states, and the psychological states and the outcomes. Adopted from earlier work the personal and work outcomes of the initial theory were: Internal Work Motivation, Job Satisfaction, Absenteeism and Turnover, and Performance Quality. However, the 1980 revisions to the original model included removing absenteeism and turnover, and breaking performance into Quality of Work and Quantity of Work. The three critical psychological states of job characteristic theory (JCT) draw upon cognitive motivation theory and some previous work on identifying the presence of certain psychological states could lead to favorable outcomes. JCT provided the chance to systematically assessed the relationship between the previously discovered psychological states ('Experienced Meaningfulness, 'Experienced Responsibility, and Knowledge of Results) and outcomes. More importantly, previous work on work design showed job characteristics can predict individual performance, but did not provide “why” and “how” this relationship existed. Job Characteristics Theory filled this gap by building a bridge between job characteristics and work-related outcomes through the use of the three critical psychological states. The three psychological states, which are also the conceptual core of the theory, include (1) Experienced Meaningfulness of the Work, (2) Experienced Responsibility for the Outcomes of the Work, and (3) Knowledge of the Results of Work Activities. These psychological states are theorized to mediate the relationship between job characteristics and work-related outcomes. According to the theory, these three critical psychological states are noncompensatory conditions, meaning jobholders have to experience all three critical psychological states to achieve the outcomes proposed in the model. For example, when workers experience the three psychological states, they feel good about themselves when they perform well. These positive feelings, in turn, reinforce the workers to keep performing well.