By : Niketh Raja PG -2 (99)

Hackman & Oldham’s Job Characteristics Model

 In 1980, Hackman and Oldham presented the final form of the Job Characteristics Theory in their
book ”Work Redesign.”
 This was based on the idea that the key to maintaining motivation is in the job itself.
 They found that mundane tasks reduced motivation and productivity, and varied tasks
improved them.
 If a job is consciously created to be varied and meaningful, with plenty of two-way
communication, the employee will be more engaged with their role.
 According to Hackman & Oldham, they will also have an increased sense of responsibility
for their work outcomes.
 The theory they produced was universal and could be applied to any role.
 They identified certain job characteristics that must be in place to achieve employee
satisfaction.
 The degree to which a job requires various
activities, requiring the worker to develop a
variety of skills and talents.

Skill Variety

The degree to which the

The degree to which the job requires the jobholders
worker has knowledge of Job
Feedback Task Identity to identify and complete a
results work piece with a visible
outcome

Job
Satisfaction
The degree to which the job
provides the employee with
significant freedom, The degree to which
Autonomy Task
independence, and discretion Significance the job affects other
to plan out the work and people’s lives.
determine the procedures in
the job
 Critical Psychological Personal and Work
Core Job Dimensions
states Outcomes

Skill Variety Internal

Experience the Motivation
meaningfulness
Task Identity of work Work
effectiveness
Experienced
Task Responsibility for General Job
Significance Outcome of the Satisfaction
Work
Quality of
Autonomy Knowledge of Work
results
Quantity of
Work.
Job Feedback Employee growth need strength
Contextual Factors
Knowledge and Skill
 New developments
 Over the years since Job Characteristics Theory’s introduction into the organizational literature, there have been
many changes to the field and to work itself. Oldham and Hackman suggest that the areas more fruitful for
development in work design are social motivation, job crafting, and teams.

 Humphrey, Nahrgang, and Morgeson extended the original model by incorporating many different outcomes and job
characteristics. The authors divided the revised set of Job Characteristics into three sections- Motivational, Social, and
Work Context Characteristics; and the outcomes were portioned out into four parts- Behavioral, Attitudinal, Role
Perception, and Well-being Outcomes

Practical implications
 Job Characteristics Theory is firmly entrenched within the work design (also called job enrichment) literature,
moreover the theory has become one of the most cited in all of the organizational behaviour field.
 In practical terms, Job Characteristics Theory provides a framework for increasing employees’ motivation,
satisfaction, and performance through enriching job characteristics.
 Job Characteristics Theory has been embraced by researchers and used in a multitude of professions and
organizations.
 In the applied domain, Hackman and Oldham have reported that a number of consulting firms have employed their
model or modified it to meet their needs.