Session Long Project
Management and Organizational Behavior
After completing the Job Diagnostic Survey (JDS) developed by Hackman and Oldham, I got a Motivating Potential Score (MPS) of 891. The highest achievable score on this survey is 1728. The score calculated using this equation is only a crude indication of my job's motivational potential.
It is important to remember that different individuals may respond to the variables differently. The values assigned to the 5 variables are a matter of the job incumbent's perception. Thus, two different people may produce a different MPS for the same job. (Hackman and oldman, 1979)
The utility in this equation lies in its ability to pinpoint particular problems for a specific job. Then, having pinpointed the problem, the job can be "re-designed" to correct the shortcomings in one or more of the five critical components.
Using the equation of JDS, if the job autonomy score is Zero the MPS score will also be zero this is because of the multiplicative relationship among the three main components. A score of near zero on either the autonomy or job feedback dimension will produce an MPS of near zero. Whereas a number near zero on skill variety, task identity or task significance will reduce the total MPS, but will not completely lower the motivational potential of a job.
MPS OF LEADERS:
People in leadership position have scores that are higher than their worker because of the difference in their responsibilities, thus they will also differ in their response to the JDS.
High scores in Skill variety, task variety, and task significance result in the employee’s experiencing meaningfulness in job, such as believing the work to be important, valuable, and worthwhile. These are important job dimension for employees.
A high score in the autonomy dimension leads to the employee’s feeling personally responsible and accountable for the results of the work. A high score in the job...