Maintaining job satisfaction in the workplace is well known to be one of the main factors in keeping a company running. Specifically, once employees are content, they tend to develop loyalty toward the company and perform with greater diligence (Siruri & Cheche, 2021). In turn, the environment in which staff members work constitutes a vital part of the overall experience defining the extent of job satisfaction (Siruri & Cheche, 2021). Therefore, ensuring that the workplace environment is set properly determines the levels of job satisfaction and, thus, performance rates. Applying Hackman and Oldham’s model will show that achieving high satisfaction rates among staff members requires opportunities for skill variety, task identity, task significance, autonomy, and feedback (Siruri & Cheche, 2021). Thus, for a job design to be ideal, it needs to include the resources required for excellent performance, opportunities for growth and self-actualization, and the chance to exert autonomy while receiving feedback to improve.
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Specifically, introducing organizational policies aimed at promoting professional development in staff members will introduce employees to the chance to develop and use high skill variety. Meanwhile, staff members will clearly understand their task identity due to the continuous flow of feedback. Moreover, the openness of the workplace processes due to continuous communication and data sharing will let employees embrace their role in the organization and, thus, recognize the significance of the performed tasks. In turn, the rise in autonomy will help staff members to feel self-sufficient and important in the workplace. Finally, the unceasing data sharing and, particularly, the dialogue between line managers and employees will provide the feedback needed to continue professional development. Thus, Hackman and Oldham’s model provides perfect premises for creating an ideal job design.
Siruri, M. M., & Cheche, S. (2021). Revisiting the Hackman and Oldham Job Characteristics Model and Herzberg’s Two Factor Theory: Propositions on how to make job enrichment effective in today’s organizations. European Journal of Business and Management Research, 6(2), 162-167. Web.