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Presented by:Group No. 4

Division : B MBA-IS.K.P.I.C.M.S.

APresentation

OnJob Characteristics Model

( Organizational Behavior)

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Group Members

Roll No. Name

84 Sameer Sejpal

90 Rushabh Shah

94 Pooja Vora

102 Parag Soni

103 Rahesh Sutariya

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B asic Idea of Mode lModel is based on Motivation by Job DesignJob Design refers to the way in which the elements in a job areorganized. These elements can be Skill Responsibility etc.Developed by J. Richard Hackman and G reg OldhamProposed that any job can be described in terms of five core jobcharacteristics1. Skill Variety2. Task Identity3. Task Significance4. A utonomy5. Feedback

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B rief Explanation of Five Core JobCharacteristics

Skill Variety Extent or degree to which a job requires a range of

competencies and abi l ities

Task Identity Extent or degree to which employees complete a who le,

identifiab le piece of work

Task Significance Extent or degree to which a job has substantial impact on the

l ives or work of other peop le in the company

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A utonomy Extent or degree to which a job provides substantia l

freedom, independence and discretion available todetermine how to perform the job

Job Feedback Extent or degree to which comp leting a task provides c lear

& time ly performance feedback

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The Job Characteristics Model

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C ritica l Psycho l ogica l States & Outcomes

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CPS refers to the degree to which an employee experience

something as a result of high or low degree of core job dimensions

The higher the degree of the first three core job dimensions i.e. SkillVariety, Task identity and Task significance, the more meaningfulnesswork an employee will experience and as a result of which thegreater will be the employees motivation, satisfaction, performanceand lower absenteeism according to the model

The higher the degree of autonomy, the higher will be the

experience of responsibility with positive outcomes mentioned aboveaccording to the model

The higher the degree of feedback, the higher will be the knowledgeof actual results of the work activities leading to positive outcomes

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From a motivational stand point, JCM says that individual obtaininternal rewards when they learn(Knowledge of results) that they

personally(Experienced responsibility) have performed well on atask that they care about (Experienced meaningfulness of work)

The more the degrees of all the five core job dimensions, thegreater will be the employees motivation, performance, satisfactionand the lower will be their absenteeism rate

The link between core job dimensions and outcomes can bemoderated or adjusted by the strength of the individual growth

need- that is, by the employees desire for self esteem and self actualization

Means that individuals with higher growth needs are expected toexperience more psychological states and respond positively and

vic-e-versa

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C omputing a Motivating Potentia l Score - MPS

Motivating Potentia l Score(MPS) is a predictive index that suggeststhe motivating potentia l in a job.

Peop le who work on jobs with high core dimensions are genera ll ymore motivated, satisfied, and productive.

Motivating Potentia l Score(MPS) is a predictive index that suggeststhe motivating potentia l in a job.

Peop le who work on jobs with high core dimensions are genera ll ymore motivated, satisfied, and productive.

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H ow Jobs C an be Redesigned?

Job redesign is nothing but putting JCM into practice to make jobs more motivating

Three ways in which a job can be redesigned:Job Rotation

Periodic shifting of an employee from one task to another at the same level

Job En largementIncreasing the number and variety of tasks that an

individual perform resulting into job diversityJob Enrichment

The vertical expansion of jobs, which increases thedegree to which the worker controls the planning,execution and evaluation with increase responsibility

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A pp l ication # 1

A nA pplication

Of JCMTo

Perception Community Music School FacultiesHave

Towards their Job

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A pp l ication # 2

HowTo find out

The degree of job characteristicsIn a

Particular job:

Relating Job Characteristics ToManagement PracticesThe Case of Taiwan

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A pp l ication # 3

J C Mand

Research Project

OnThe Satisfaction Leve l

of

Emp loyees Working in B POs and C a ll C entersIn

Western A hmedabad

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S ource of Information

http://www.springerlink.com/content/q355 7 j7 3618 7 1288http://www.mindtools.com/pages/article/newTMM_23.htmhttp://www.oppapers.com/subjects/using-the-job-characteristic-model-see-exhibit-10-6-leo-henkelman-page5.html

www.accelsite.comhttp://onlinelibrary.wiley.com/doi/10.1111/j.1 7 44-657 0.198 7 .tb00605.x/abstract Search Engines:

www.wikipedia.orgwww.google.com

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B ibliographyResearch Report on The Satisfaction Level of EmployeesWorking in B POs and Call Centers in Western A hmedabad-Prepared by Rahesh and Parag

Organizational B ehavior by Stephen Robbins and SeemaSanghi/13 th Edition/Pearson Education/Page referred to from 233to 239

Organizational B ehavior by Keith Devis/ Motivation Theories atWork

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