[MUSIC] But let's go now to a second model, which in fact is much better empirically supported, and is a very influential model still today in thinking about how we design jobs with the objective of motivating people. And this is the Job cCharacteristics Model developed by Hackman and Oldham. In this model, we're going to be looking at three categories of variables. First of all, there's the core job dimensions. So these are the characteristics of your job. How does your job, your work, your task, how does it look like? The second set is going to be psychological states. So this is basically, what does it do to you? How does it make you feel, what do you experience? And then the third set are the outcomes. What outcomes does it give for you in terms of motivation, satisfaction? Here are the outcomes that this theory has been interested in. High intrinsic motivation, high job performance, high job satisfaction and also low absenteeism and turnover. These are the types of things, imagine you are managing an organization, these tend to be the type of things that you want to achieve for the people that work for you. So to go back one step, is to be looking at the psychological states. How do people need to feel and think inside in order to achieve all of these favorable outcomes. And this is where the job characteristics model proposes the meaningfulness of work, the responsibility for outcomes, and the knowledge of results. So when work is meaningful for you, if you feel that you're making some positive impact on someone or something. The responsibility for outcomes is when you sense that what you do, your effort that you put into leads to something, a product or something that you feel responsible for, something that you're making. And then the third one is the knowledge of results. So, do you actually know what you are doing? Or do you feel when you work in an organization that you're only a really small part of this big machine, and you don't really have any insight in how the results of your work in fact look like? So and where we want to be according to this model is basically high on all these three dimensions. So we want to experience our work as meaningful, we want to feel responsible for the outcomes, and we want to know about the results of what we do. So if then go back to this first category, it's basically answer the questions, what do we want our jobs to look like? Or alternatively, if you're thinking from a manager, how do you want to design jobs? Which is basically the set of tasks or the set of activities that people are performing. How do you want them to look like? Where do you want to put attention to in order to make sure that your people are motivated and they are achieving all these favorable outcomes? So the dimensions that we see here have to do with building jobs in which people basically can show, can use a variety of skills. So that means that the things that the people have to do to carry out their work are not repetitive and there tends to be a variety, a range of difference in what people need to do within their work. The second is the task identity. It helps if people feel that something, some set of activities is really theirs. This is what they are doing, what they are contributing, what they are responsible for. The third's is the significance of the task. If you think for yourself, doesn't it feel much better to work on something that you feel is important for something than to work on something which has no meaning at all for someone, at least in your perception. The second main block is autonomy. So, in tasks or in jobs in which people perceive autonomy, they perceive that they can decide for themselves how they do their work, this tends to lead to positive outcomes and in particular the responsibility for outcomes that we saw before. The third dimension is feedback. So feedback is about, is someone telling you about the results of your work? If you're thinking back, for a moment, on the people that we saw in the restaurant. If you're serving in a restaurant, and you see, at the end, of a dinner, that the people thank you, the people are happy, the people may leave you a big tip, this is a way of getting feedback on the job that you have done and this tends to lead to, let's say, the knowledge of results. You know that you've done your job reasonably well, or otherwise people would not be so happy and this in the end, leads to the favorable outcomes that we have seen. So as you see, the Job Characteristics Model of Hackman and Oldham in fact explains even a bit more than only motivation, as such. It also explains some of the positive outcomes that we can see for it. If you're motivated to do your work, you tend to enjoy being at your work, finding it meaningful. So as a result, it's probably less likely that you're going to be increasingly absent in your job, that you stay home whenever it's not really necessary. And also maybe that you don't start so quickly looking for another job. High job satisfaction and also hopefully, high job performance. As I said, this is really a model that is quite well supported by the literature and this is widely used by people who want to understand how should we design jobs in order for people to perceive their work as meaningful and important, and then achieve favorable outcomes. So with that we've come already to the third aspect of what motivates people, just for you to remember right, we're still talking about the content oriented perspectives. So this is we want to understand what motivates people. We have the glasses on where we focus on those factors that have to do with what motivates people. We've seen internal needs, we've seen job characteristics, and we're going to be looking at the third one, which is goal setting theory. [MUSIC]
