Episode 86: The Job Characteristics Model of Motivation, Part 2

Now in addition to skill hodgepodge and taskidentity we also have to deal with task significance. And task important is the degree to whichthe job, in some way shape or formation, has an impact on the lives of other parties. To some extent all jobs certainly matter. They perform something, they providing services. They contribute to the greater good. But some places are more significant than others. So for example if “youre supposed to” make the positionof an actual surgeon. Right someone who operates on others in ahospital designate of some type has a great deal of exercise implication because they areresponsible for the livelihood of certain people.And so justifiable they have a high degree oftask important because they have an impact on whether or not those people continue tolive. And so those sentiments are greater, or morein terms of motivation. Or at least the job itself is more motivatingbecause it incorporates that component. Arrangements with not a good deal of chore meaning. Makes say telemarketer for example where it’sdifficult to see how you positively affect the life of someone else. Then that might be inherently unmotivatingbecause that measure or that factor isn’t consequently present. They have a very low amount of duty significance. The next component that needs to be presentis what we call autonomy. And freedom is simply having the freedomto select how and when particular tasks are acted. If you work in the type of occupation or ina particular setting which “youve got to” get permission to use the restroom you arguablydon’t have a great stage of autonomy in its own position. But if you have the opportunity to choosenot only the time to which work is done, but too the manner in which it is done.The process is certainly up to you, it isn’tdictated to you in some type of standard operating procedure or something similar then you havea great degree of sovereignty. And that are actually suggests flexible to controlwhat it is that you do and how you get it on. So hassles that are obviously heavy on autonomyinclude being ego filled. So apparently being your own boss. Professors plainly have a high degree ofautonomy. They have the academic liberty to choose howto present the material, they manner in which they communicate it, and the different elementsthat they actually use to present the material.All have increase measures of freedom. Whereas arrangements like military personneland even police officers really have a low-spirited degree of independence because they’re very rigidin terms of what the structure is for work. How they handle specific situations, they’regenerally rationalized to avoid any type of inconsistencies with regards to performancein many places. And so arguably those hassles don’e necessarilyhave a great degree of independence. That doesn’t mean in their own right thatthose jobs are inherently unmotivating. It really means that they might be a littlelow on that special constituent now. But as you attend there’s going to be five ofthem, and so as long as a majority of them are present it generally would lead to a relativelymotivating place, at least from the position itself. Alright the last element on the job characteristicsmodel is what we call feedback. Feedback we all probably know in varying degreesright. Feedback being information that we receivefrom others is attributable to our accomplishment. But feedback in the number of jobs characteristics modelis very different than the ordinary feedback that we receive from a director or co-workerregarding our work.Feedback was applicable to your lore that youreceive to its implementation of your execution that you get from the job itself. So different degrees that you receive knowledge of your achievement from the job itself. And so what this looks like is that as youdo your work, as you perform the functions and the daily responsibilities of your jobor occupation, do you get the information received from actually really doing your work? Meaning does someone have to actually tellyou if you’re doing a good job or not, or do you get feedback from simply doing thework? For pattern, standup comedians have a greatdegree of feedback present in their jobs because they get instant feedback as to whether ornot they’re perform their job well.The audience either shrieks or doesn’t. And that can be very very awkward if there’ssilence after a joke is told. So that provides you with instant feedbackfrom the course of your position. And so maybe in positions where they’re servicerelated and you have direct access to the public. Maybe you have a higher magnitude of feedbackbecause you know whether or not you’re doing a good job based upon the feedback that you’rereceiving from your clients. But a yield proletarian for example may notget feedback from their chore. Especially if they’re raise definite productsthat are going to be devoured at a later date but also in a different location. They don’t necessarily get the opportunityto get feedback from their work because the consumption of the product is so far removedfrom when it is actually formed. So the importance of ensuring that this framework isn’t to necessarilypinpoint you know why tasks are inherently motivating, but most importantly, to actuallyfigure out how do we improve the motivation that the job brings.Remember that we’re looking at things froma number of different positions right. Now really personal drives. Not really administrative activities. But the job or the work itself, how that impactsmotivation. And so from an organizational perspectivewe have the duty and the obligation actually to design places that are going to be more interestingand more satisfying. Because eventually jobs that are more interestingor satisfying are going to lead to reduced turnover, increased absenteeism, which is goingto have a significant impact on productivity, and eventually an impact on quality and onprofits as well. Because your going to have clients thatare obviously more satisfied with the make if it’s good quality , no demerits and defectsand those types of things. And so it’s very important to incorporatethis. Some errands are going to be very difficult totry and oblige more causing simply because of the creation that they do. But their are certain things that you coulddo kind of keying in on each of these five ingredients, as a acces of trying to identify andpinpoint what can we do to establish them more causing.

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