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Motivation with job design
Individual differences affecting motivation in the workplace
Individual differences affecting motivation in the workplace
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Recommended: Motivation with job design
The following essay aims to provide the reader with various recommendation as to what a potential
manager of a coffeehouse chain can do to increase the motivating potential score (MPS) of their
baristas. Recommendations for a job redesign have been made after carrying out careful observations as well as using other primary evidence, and have been validated by the use of motivational theories.
Motivating potential score (MPS) is a concept that looks into measuring the extent that a job exhibits
the five characteristics found in the job characteristics model (JCM) (see reference list figure 3).
Developed by J.Richard Hackman and Greg Oldham, the JCM proposes that any job can be described in terms of five core job dimensions (Stephen P.Robbins, Timothy A.Judge, 2007 Pg. 226). These five
characteristics are skill variety, task identity, task significance, which all contributes to how meaningful the work is, then there is autonomy which relates to the responsibility for the outcome of the work and feedback which is the knowledge of actual results from the work carried out. The MPS therefore is a combined single predictive index of these five core dimensions (Stephen Robbins, Timothy A. Judge,2007 Pg. 228):
MPS = Skill variety + Task identity + Task significance x Autonomy x Feedback
3
Hackman and Oldham’s research found that jobs scoring high in terms of a combination of these five
characteristics resulted in higher internal work motivation, higher job satisfaction, high-quality work
performance, low absenteeism and turnover compared to the jobs scoring low (J.R Hackman and G.
Oldham, 1980). The JCM is well researched and it provides evidence to show that the overall
organizational performance of a company is closely...
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...ntial Score of Jobs, viewed 10 March 2010, < http://jam3c.tripod.com/id10.html>. (Web Page)
F. Herzberg, B. Mausner and B.Snyderman, 1959, The Motivation to Work, John Wiley, New York.
A. Malsow, 1954, Motivation and Personality, Harper & Row, New York.
C.P. Alderfer, 1969, “An Empirical Test of a New Theory of Human Needs”, Organizational Behaviour and Human Performance, Pg 142-75.
E.A. Locke, 1968, “Towards a Theory of Task Motivation and Incentives”, Organizational Behaviour and Human Performance, Pg 157-89.
Victor H. Vroom, 1964, Work and Motivation, John Wiley, New York.
J.S. Adams, 1965, “Inequity in Social Exchanges”, Advances in Experimental Social Psychology, Academic Press, New York, Pg 267-300.
Figure 1- Source: Stephen P.Robbins, Timothy A.Judge, 2007, Organizational Behaviour, 12th edition, Pg.203 (Exhibit 6-8), Pg.208 (Exhibit 6-10