Literatura científica selecionada sobre o tema "Hackman and Oldham job characteristics model"

The aim of the paper is to define a global view of the role of psychology in the manager´s work. By analyzing managerial work in terms of psychology and research in the field of application knowledge of psychology between managers and employees of the world’s leading IT company. We reviewed their views on selected areas to improve their internal motivation and satisfaction, which leads to improvements in their work. To explore the motivation of our employees, we decided to use the knowledge of the International Model of Job Characteristics, which is one of the most popular in this area. This model and related survey method come from the 1970s. The model was designed by Richard Hackman and Greg Oldham. It is based on previous approaches called Job extensions based on adding responsibilities of the same difficulty. Oldham and Hackman tried to identify the global characteristics of internal motivation work in these older models and to explore their implications. Oldham and Hackman believed that employees were doing well under the influence of these factors while being internally motivated having a sense of happiness and happiness. This feeling motivates them to perform better. Characteristic model work presents five global aspects influencing internal motivation: skills variability, job identity, job importance, autonomy, feedback.

Zusammenfassung. Das Job Characteristics Model (JCM, Hackman & Oldham, 1975 , 1980 ) postuliert Beziehungen zwischen Tätigkeitsmerkmalen, psychologischen Erlebniszuständen und Arbeitszufriedenheit sowie intrinsischer Motivation. Der Job Diagnostic Survey (JDS) als operationale Umsetzung der Modellvorstellungen wurde häufig in Untersuchungen in Produktion und Management verwendet und hat sich in diesen Bereichen bewährt. Mit einer deutschsprachigen Weiterentwicklung des JDS soll in dieser Arbeit überprüft werden, ob die Modellvorstellungen des JCM außerhalb des gewerblichen Bereichs Gültigkeit besitzen. Der JDS wurde zwei Lehrerstichproben (N=201, N=190), Hochschulangehörigen (N=146) und Erzieherinnen (N=80) vorgegeben. Die Items wurden an die verschiedenen Berufe adaptiert, zum Teil modifiziert oder völlig neu konzipiert. Die faktorielle Struktur des JDS konnte nicht exakt repliziert werden. Mit den neu gebildeten Skalen wurden die Modellvorhersagen des JCM anhand von Strukturgleichungsanalysen (EQS) überprüft: Dabei war in allen Stichproben ein direkter Einfluss von den Tätigkeitsmerkmalen auf die Arbeitszufriedenheit einzuführen, um eine gute Modellpassung zu erreichen. Die Tätigkeitsmerkmale haben den vorhergesagten Einfluss auf die psychologischen Erlebniszustände Bedeutsamkeit bzw. Verantwortlichkeit und Wissen um die Resultate. Die letztgenannte Variable hängt nicht durchgängig mit den Auswirkungen der Arbeit zusammen, wie von Hackman und Oldham angenommen.

A test of the complete Job Characteristics Model (Hackman & Oldham, 1976, 1980) was conducted, with particular emphasis on the little-investigated mediating and moderating effects specified by the model. Three hundred lower level managers provided questionnaire data. Results indicated that the model's psychological states generally mediated the relationship between job characteristics and outcomes. However; the correspondence between the job characteristics and the states was not precisely that specified by the model, all states were not needed to predict most outcomes, and common method variance was a concern. Moderator effects due to personal characteristics, context satisfaction, and petformance-reward contingencies were observed at several locations in the model, a number in an opposite direction from that predicted by the model.

Empirical investigations of the job characteristics model (JCM; Hackman & Oldham, 1980) have failed to systematically explore the moderating effects of growth need strength (GNS) and context satisfactions (viz., pay, job security, co-worker, and supervision) on the relations among the core job characteristics, critical psychological states, and work outcomes. Previous studies also are criticized for the use of subgroup analytic techniques, low statistical power resulting from small sample sizes (i.e, often less than 200) and/or samples consisting of individuals of relatively homogeneous jobs/occupations. As an attempt to address these deficiencies in the literature, this study examined the moderating effects of GNS and each of the four context satisfactions using a large sample (N = 6405) of employees from a variety of jobs and occupations. Overall, the results of univariate and multivariate hierarchical moderated multiple regression analyses suggest that none of thefive individual difference factors appeared to be viable moderators of any of the relations among job characteristics, psychological states, and three work outcomes (viz., growth satisfaction, overall job satisfaction, and internal motivation). Also, there was no supportive evidence for potential joint moderating effects between GNS and each context satisfaction on the relations of the JCM.

PurposeBased on the job characteristics theory (Oldham and Hackman, 2010), the authors highlighted the mediating role of job meaningfulness as a critical psychological state. Employees' positive perception of job meaningfulness could maximize organizational positive outcomes based on task orientation and trustful relationship-based satisfying behaviors. The purpose of this paper is to examine the structural relations among transformational leadership, job characteristics, job meaningfulness and task-related job performance. The conceptual model of this paper is developed based on the theoretical foundations for assessing mediating and moderating path relations among the exogenous and endogenous variables.Design/methodology/approachBased on the research questions with literature review, the research framework was developed to show the moderated mediating mechanism of the link between transformational leadership and in-role performance. Data analyses for hypothesis testing were conducted by Hayes' PROCESS macro-based hierarchical regression.FindingsUnderstanding how organizations can optimally design a job based on job characteristics and helping employees maintain psychological states having meaningfulness and responsibility for outcomes are critical. This paper calls attention to how job characteristics and an individual's meaningfulness of work embedded in a given job play a role in influencing job performance.Originality/valueThis study provides a snapshot for examining the job characteristic model on the link between leadership and job performance. By using process analysis (Hayes, 2013), this study examined the moderating role of job characteristics and mediating role of meaningfulness at work in the link of leadership–performance.

Although administrators of physical education and sport programs have been the focus of considerable research, one area that has been neglected is the design of administrative positions and its influence on the levels of satisfaction and motivation experienced by administrators. This study was undertaken to address this deficiency. The relationship between job design and worker attitudes and behaviors has been examined in business and industry for many years and a number of models have been developed. The Job Characteristics Model of job design developed by Hackman and Oldham (1976, 1980) provided the theoretical framework for the study. The sample for the study consisted of administrators in physical education, intercollegiate athletics, and recreation/intramural programs in selected Canadian and American universities. The analyses showed significant differences between this sample and the general working population with respect to perceptions of job design and levels of satisfaction and motivation. Gender and nationality had minimal effect on the administrators' perceptions.

The Job Characteristics Model is widely accepted as a conceptual tool for addressing problems related to employee demotivation, dissatisfaction and marginal performance. The validity of the Job Characteristics Model (Hackman & Oldham, 1980) was assessed by reviewing relevant studies of the model. The review and evaluation is based on studies which test the variables and the relationships between variables as contained in the model. The evidence confirms that the dimensionality of the job characteristics is best represented by the five-factor solution as proposed by the model. The subjective self-report measures of the five job characteristics as formulated by the theory and measured by the revised Job Diagnostic Survey (JDS) are also supported. No evidence was found for the multiplicative Motivating Potential Score (MPS) and as a result the use of a simple additive index of job complexity is recommended as predictor of personal and work outcomes. Strong empirical support exists for the relationships between the job characteristics and the personal outcomes. Strong relationships between the job characteristics and the work outcomes, however, fail to materialize. Results fail to support the mediating effect of psychological states on the job characteristics/outcomes relationships as specified by the model. The postulated relationships between job characteristics and psychological states are also not confirmed by empirical evidence. The role of growth-need strength, knowledge and skill, and work environment characteristics as moderators of the relationships between job characteristics and psychological states, as well as the relationships between psychological states and personal and work outcomes, are seriously questioned. Directions for future research on the Job Characteristics Model and the attendant Job Diagnostic Survey are proposed.

In the increasingly competitive business landscape of today’s world, human resource management ought to optimize on the organization’s most important resource, the human resource, to maintain competitiveness. Such is possible through continually building into the motivation and job satisfaction of employees. While attaining both motivation and job satisfaction would ordinarily require different approaches, one of the most fundamental of approaches is through job enrichment interventions. This paper thus sequentially argues from propositions of two widely acclaimed theories viz the job characteristics model and the Herzberg’s two factor theory that the creation of good work environments, regularly enhancing employee’s skills and applying inspirational motivation and individual consideration could lead to success of job enrichment interventions, thereby leading to enhanced employee motivation, enhanced job satisfaction, and enhanced organizational performance.

Abstract Professional translation is now predominantly carried out in virtual-team-style production networks where communication between language service providers (LSPs) and freelance translators’ practice is increasingly restricted to computerised methods. Although some literature deals with interactions between different participants in the translation production network, little attention has been paid to the ways in which they exchange feedback on translation products. Using observation and interview methods, this article examines how feedback is perceived and dealt with by freelance translators and LSPs’ project managers. Our results suggest that, although both groups share the value of feedback to some extent, feedback does not always reach translators and the translators are not always aware of the rationale behind it. By drawing on the Job Characteristics Model (JCM) (Hackman and Oldham 1980), which was developed in organisational psychology, we argue that incorporating feedback in the job constructs of freelance translators’ work may help to enhance translators’ motivation.

Ledarskap är viktigt för att medarbetarna ska bli motiverade i arbetet. Inom bankbranschen har chefen höga krav på medarbetarna. Medarbetarna i bankbranschen är ofta högutbildade och det finns olika sätt att motivera dem. Medarbetarna kan motiveras med både inre och yttre motivationsfaktorer. Transformativt ledarskap är en ledarstil som motiverar medarbetarna att göra mer än vad som förväntas av dem. Den tidigare forskningen om transformativt ledarskap visar att det har en positiv betydelse för medarbetarnas motivation. Denna uppsats ämnar att undersöka: Vilken betydelse har ledarens transformativa ledarskapsbeteende för medarbetarnas inre och yttre motivation i bankbranschen? Studien syftar till att utveckla ett ramverk för att få förståelse för betydelsen av ledarens transformativa ledarskapsbeteende för medarbetarnas inre och yttre motivation i bankbranschen. I referensramen behandlas transformativt ledarskap, inre motivation utifrån Hackman och Oldhams motivationsteori och yttre motivation. Dessa komponenter bildar tillsammans ramverket. För att få förståelsen mellan transformativt ledarskap och inre och yttre motivation har en kvalitativ metod använts för insamling av empirin där en fallstudie gjordes på ett lokalt kontor hos en av storbankerna. Med utgångspunkt i den deduktiva metoden skapades frågor för att sedan kunna koppla samman transformativt ledarskap med inre och yttre motivation. Slutsatsen av studien visar att transformativt ledarskap har en betydelse för medarbetarnas inre och yttre motivationen i bankbranschen. Studien kommer även fram till att det mest betydelsefulla beteendet för medarbetarnas inre och yttre motivation är ta hänsyn till individen. Det minst betydelsefulla beteendet för medarbetarnas inre och yttre motivation var idealiserat inflytande. Studien visar även att stress har negativ påverkan på ledarskapet.
Leadership is important to get the employees motivated to work. In the banking industry the manager has high demands on the employees. Employees in the banking industry are often highly educated and there are different ways to motivate them. Employees can be motivated by both intrinsic and extrinsic motivational factors. Transformational leadership is a leadership style that motivates employees to do more than what is expected of them. The previous research about transformational leadership shows that it has a positive impact on employees motivation. This study aim to investigate: What meaning does a leaders transformational leadership behavior for the employees intrinsic and extrinsic motivation in the banking industry? The aim of this study is to develop a framework to understand the meaning of the leaders transformational leadership behavior for the employees intrinsic and extrinsic motivation in the banking industry. The theoretical reference frame involves transformational leadership, intrinsic motivation based on Hackman and Oldham job characteristics model and extrinsic motivation. In order to gain an understanding between transformational leadership and intrinsic and extrinsic motivation a qualitative method have been used to gather the empirical data. A case study was made on a local office at one of major banks in Sweden. With a deductive approach questions were created to be able to find the connection between transformational leadership and intrinsic and extrinsic motivation. The conclusion of the study shows that transformational leadership has a meaning for the employees intrinsic and extrinsic motivation in the banking industry. This study also find that individualized consideration has the most meaning for the employees intrinsic and extrinsic motivation. The behavior with least meaning for the employees intrinsic and extrinsic motivation was idealized influence. The study also show that stress has negative influence on the leadership.

It exists today a widespread interest for employee satisfaction, much effort are used in companies to achieve job satisfaction within their employees. One theory that has received a great deal of publicity is Hackman & Oldhams Job characteristics model which addresses the

question of how companies can provide job satisfaction through organizational change. The foundation of the theory is that five core job characteristics are responsible for creating job satisfaction. The purpose of this paper is to study these characteristics through the employees and their boss and to determine how they believe these characteristics to affect employee satisfaction. The paper focuses on a company located in a branch widely known for low employee satisfaction. Through interviews with both employees and their boss certain

discrepancies has emerged. One of these discrepancies concern a job characteristic which in

the theory is acknowledged for having a big impact on employee satisfaction, however

employees rated this characteristic to be of very little importance for overall employee

satisfaction. Another discrepancy was found when the boss was to give his take on how to

create employee satisfaction. Both the theory and the employees rated one characteristic to be

of high importance for overall employee satisfaction, this view was not shared by the boss

which drastically downplayed the importance of that job characteristic on overall employee

satisfaction.

As organizations undertake the deployment of integrated ERP systems, concerns are growing about its impact on people occupying jobs and roles in those organizations. The authors set out to assess the impact of ERP implementation on job characteristics. Using the Hackman and Oldham Job Characteristics Model as a basis, the study assesses how ERP affected work redesign and job satisfaction of people working in several Canadian federal government organizations.