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Job characteristic theory
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Job characteristic theory : ウィキペディア英語版
Job characteristic theory
Job characteristics theory is a theory of work design. It provides “a set of implementing principles for enriching jobs in organizational settings”.〔Hackman, J. R. & Oldham, G. R. (2005). How job characteristics theory happened. The Oxford handbook of management theory: The process of theory development, 151-170.〕 The original version of job characteristics theory proposed a model of five “core” job characteristics (i.e. skill variety, task identity, task significance, autonomy, and feedback) that affect five work-related outcomes (i.e. motivation, satisfaction, performance, and absenteeism and turnover) through three psychological states (i.e. experienced meaningfulness, experienced responsibility, and knowledge of results).〔Hackman, J. R. & Oldham, G. R. (1975). Development of job diagnostic survey. Journal of Applied Psychology, 60, 159-170.〕
==History==
Work redesign first got its start in the 1960s. Up until then, the prevailing attitude was that jobs should be simplified in order to maximize production, however it was found that when subjected to highly routinized and repetitive tasks, the benefits of simplification sometimes disappeared due to worker dissatisfaction. It was proposed that jobs should be enriched in ways that boosted motivation, instead of just simplified to a string of repetitive tasks.〔Oldham, G. R., & Hackman, J. R. (2010) Not what it was and not what it will be: The future of job design research. Journal of Organizational Behavior, 31, 463-479.〕 It is from this viewpoint that Job Characteristics Theory emerged.
In 1975, Greg R. Oldham〔(http://business.tulane.edu/faculty/facinfo.php?RecordID=goldham@tulane.edu )〕 and J. Richard Hackman〔(http://www.people.fas.harvard.edu/~hackman/ )〕 constructed the original version of the Job Characteristics Theory (JCT), which is based on earlier work by Turner and Lawrence〔Turner, A. N., & Lawrence, P. R. (1965). Industrial jobs and the worker. Boston: Harvard Graduate School of Business Administration.〕 and Hackman and Lawler.〔Hackman, J. R., & Lawler, E. E. (1971). Employee reactions to job characteristics. Journal of Applied Psychology Monograph, 55(3), 259-286.〕 Turner and Lawrence,〔 provided a foundation of objective characteristics of jobs in work design. Further, Hackman and Lawler〔 indicated the direct effect of job characteristics on employee's work related attitudes and behaviors and, more importantly, the individual differences in need for development, which is called Growth Need Strength in Job Characteristics Theory.
In 1980, Hackman and Oldham presented the final form of the Job Characteristics Theory in their book ''Work Redesign''. The main changes included the addition of two more moderators- ''Knowledge and Skill'' and ''Context Satisfaction'', removal of the work outcomes of absenteeism and turnover, and increased focus on ''Internal Work Motivation''. Several of the outcome variables were removed or renamed as well. Concentration was shifted to the affective outcomes following results from empirical studies that showed weak support for the relationship between the psychological states and behavioral outcomes.〔〔Cleave, S. (1993). A test of the job characteristics model with administrative positions in physical education and sport. Journal of Sport Management, 7(3), 228-242.〕〔Rungtusanatham, M., & Anderson, J. C. (1996). A clarification on conceptual and methodological issues related to the job characteristics model. Journal of Operations Management, 14(4), 357-367.〕
In addition to the theory, Oldham and Hackman also created two instruments, the Job Diagnostic Survey (JDS) and the Job Rating Form (JRF), for assessing constructs of the theory.〔〔Hackman, J. R. & Oldham, G. R. (1980). Work redesign,(Addison-Wesley, Reading, MA).〕 The JDS directly measures jobholders' perceptions of the five core job characteristics, their experienced psychological states, their Growth Need Strength, and outcomes. The JRF was designed to obtain the assessments from external observers, such as supervisors or researchers, of the core job characteristics.〔

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