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Job Characteristics

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1.1 JOB CHARACTERISTICS Job enrichment has powerful appeal for organizational behavior, and it has engrossed both theorists and researchers in considerable records. The job characteristics theory, materialize initially out of alliance of Edward Lawler and Richard Hackman, Hackman has given a secure inputs for many years. Lawler was being replaced by Greg Oldham. Both social technical system theory and organizational development theory (in certain of its deviations) also deal with job enhancement; both make job enhancement an imperative portion of his purpose in practice. Nevertheless, these are unnervingly fretful with many factors other than the rousing belongings of job incumbent. Job design is acceptable and as a central approach for …show more content…

They further proposed, in line with Hackman and Lawler's (1971) arguments, that these relationships would be mod erated by employees' growth need strength at two stages in the model.' First, the stronger the employees' growth importance, the most necessarily the core job characteristics would be to cultivate the critical psychological states. Second, the stronger the employees' growth needs, the more likely the critical psychological states would be to shape the motivation, attitude, and behavior and performance outcomes. These moderating hypotheses were again based on the logic of expectancy theory (Vroom, 1964; Porter & Lawler, 1968). Employees with strong growth needs would be more dependent on enriched job characteristics to experience meaningfulness, accountability, and knowledge of results, as well as more dependent on the critical psychological states to experience enhanced motivation and more positive attitudes and display higher performance quality and fewer withdrawal …show more content…

Wong and Campion (1991) argued that although researchers have defined a job as a group of tasks designed for one employee to complete (Griffin, 1987), the JCM is ambiguous about whether the five core job characteristics are motivating at the level of individual tasks or at the aggregate level of the job itself. On one hand, several of the job characteristics are labeled as features of tasks (task identity, task significance). On the other hand, the characteristics are defined and measured as features of jobs. To resolve these issues, Wong and Campion (1991) developed a mediational model proposing that task­ level characteristics influence job-level characteristics, which in turn influence attitudinal reactions. Their data provided only partial support for the role of job characteristics in mediating the association between task characteristics and attitudinal out­ comes. Subsequent research by Taber and Alliger (1995) shed light on these mixed results by revealing that employees use different psychological processes to evaluate their tasks versus their more global jobs, and that because tasks and jobs are defined externally, they may not fully capture employees' own task and job perceptions (see also Dierdorff & Morgeson, 2007; Ilgen & Hollenbeck, 1991; Morrison, 1994). These findings suggest that although

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