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BEYOND MOTIVATION: JOB

AND WORK DESIGN FOR
DEVELOPMENT, HEALTH,
AMBIDEXTERITY, AND MORE
Sharon K. Parker

~ Jyoti tandon
FPM06.004
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Introduction
• Purpose

It is important to continue to refine motivational theories.

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Key words
• job design
• Autonomy
• job enrichment
• job characteristics
• self-managing teams
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Theoretical background
Job characteristics model
• Hackman & Oldham (1976) proposed in the JCM that work should be
designed to have five core job characteristics ( job variety, job
autonomy, job feedback, job significance, and job identity ), which
engender three critical psychological states in individuals—
• experiencing meaning
• feeling responsible for outcomes
• understanding the results of their efforts.
• In turn, these psychological states were proposed to enhance
employees’ intrinsic motivation:
• Job satisfaction
• Performance
• Reduced turnover.
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Elaborated job characteristics approaches

• First, there are important job features beyond the JCM’s five
core job characteristics.
• Over the years, much attention has been given to social
characteristics such as task interdependence (Langfred 2005).
• A second extension is to consider outcomes of work design
beyond those specified in the JCM.
• Third, scholars have identified mechanisms by which work
design might affect job attitudes and behaviors beyond the
JCM’s critical psychological states
• Fourth, scholars have considered an elaborated set of
moderators of how work characteristics affect outcomes
• A fifth elaboration of the JCM has been to consider individual
and contextual factors that shape, influence, and/or constrain
work characteristics
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Group work design

• Group work design is appropriate when individual roles
are interdependent and there is a need for collective
working.
• Input-process-output models of team effectiveness. Inputs
include group-level work design, contextual influences,
and group composition; processes include intermediary
group states or attributes such as group norms; and
outputs include team-level performance and team-
member affective reactions.
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Expanded Motivational Theories: Proactive,

Prosocial, and Other Perspectives
• Proactive perspectives on work design.
• Job satisfaction is one of the most popular outcomes of
work design, yet satisfaction can be experienced as a
form of passive contentment.
• A second proactive perspective relates to the causes of
work design.
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• Prosocial motivation and relational work design

• Attention to social and relational aspects of work design.

• Self-determination theory, regulatory focus, and goal

regulation
• From a SDT perspective, an individual can experience an
unenjoyable task (or task that is not intrinsically motivating)
as meaningful because the task is seen as important
(identified motivation) and/or because the task is congruent
with the individual’s values (integrated regulation).