AbstractThis dissertation is about building a model of job design, using the JCM (Job Characteristics Model: Hackman and Oldham, 1975) as the theoretical starting point. Assumptions and deficits of this model are examined through hypothesis testing. An alternative model is built on this process. Initial hypotheses suggested by job design literature related to this study are:
1. JCs (job characteristics) of the JCM are unidimensional rather than five independent job dimensions.
2. The model fit of the JCM (using Hackman and Oldham's 1975 data and a confirmed Northern Territory sample) will not be significant (using chi-square and other fit indicators).
3. That a job dimension, climate, can be developed, which predicts work outcomes.
4. That climate will predict work outcomes: Job Satisfaction (JS) and Growth Satisfaction (GS).
5. A model using expectancy constructs will not produce a better fit than use of reward outcomes alone.
The research design of this project included both the Hackman & Oldham (1975) and Northern Territory (1995) samples.
The JCM (Job Characteristics Model) grew out of the ground breaking work of Turner & Lawrence (1965) and from the self-actualization growth movement of the early 1970s (Dunham, Aldag, & Brief, 1977; Maslow, 1954). The alternative model is built upon the concepts of self managed teams (SMT: Barry, 1991) and learning organizations (Senge, 1990).
This work's significance lies in its demonstration that the JCM failed to fit the data on which it is based, while a team based model fits not only the 1975 Hackman & Oldham data, but also the 1995 NT data. Thus the hypotheses of this study are accepted across time and across cultures. Future research suggested by this study would be the role played by feedback in the establishment of a suitable team climate leading to high performance.
|Date of Award||1998|
|Supervisor||Bill Tyler (Supervisor)|