Job Characteristics Model of Hackman and Oldham in Public and Private Sector in Iran (Modified Model Approach)

Job Characteristics Model of Hackman and Oldham in Public and Private Sector in Iran (Modified Model Approach) M.R. Zabihi, H. Erfanian Khanzadeh, N.R. Boroomand Alipoor 3, M. Malek 4 boromand3565@yahoo.com, Department of Public Administration University of Azad Islamic Mashhad (IRAN) 3 PhD candidate, University Technology Malaysia (UTM) 4 Master student, Ferdowsi University of Mashhad (IRAN) Abstract- In the literature related to organizational behaviour management, the effect of job characteristics on employee motivation as a special case has been considered. Distinctive feature of this paper is that a) multiple case study and ) how the collected data from interviews and questionnaires (combination method). For this purpose, five properties have been evaluated include skill variety, job identity important job, job autonomy and feedback results of work in the form of five hypotheses that affect the motivation of these characteristics is investigated. The results show that the first and second hypotheses of this study to investigate the influence on the diversity of job skills, motivation and identity of administrative staff of both governmental and private deals have not been confirmed, but hypotheses third, fourth and fifth on the effective employee motivation be. The important thing is that with the overall study was conducted on businesses in the country were identified in both government and private sector, the need for operational level staff cannot grow as a moderator variable affecting job characteristics model, the Because most workers involved in providing operational levels, their livelihoods and cannot think need to grow, so variable substitution is best to understand the logic. Descriptive research method is to test the research hypotheses, 4 employees operating from three levels of government organizations and three private organizations, using stratified sampling with proportional allocation to select, data collected in this a questionnaire study 3) job characteristics JCM ) job motivation 3) requires the use of statistical methods and analysis of variance (F) analysis has been. Keywords: ; Job Characteristics; Diversity Skills; Task Identity; Important Task.. INTRODUCTION Study principles of human motivation has a long history in Greece 300 years ago, philosophers have offered the theory that humans acquire the motivation and joy and prosperity to the move has worked. Lack of proper understanding motivation causes problems such as apathy towards work, reduced efficiency and effectiveness, waste of 4

resources, etc. No doubt to increase productivity in organizations need to meet several conditions, it is important that businesses considering job characteristics, the people with their membership in the organization also needs to provide the organization, task management, which needs to identify and eliminate.of course, understanding their needs is required to answer a few questions; for example human resource needs in the organization what? And what the motivation factor is effective employees? Do occupation and job characteristics can be effective on the employee motivation? In this paper method of study, then the motivation and the theories discussed in more job characteristics were investigated and finally provide answers to the above questions we have.. THEORETICAL FRAMEWORK Theoretical framework and theoretical origins of this article can be searched in the motivation of new ideas more succinctly as the modern theories of motivation and course outlines the historical formation model used by the job characteristics Model of Hackman and Oldham, we have raised. If the motivation of a process that one needs to know because it is not satisfied, can facilitate the understanding is. Robbins they do have drawn the motivation process. incentive tension ones effort performance satisfaction Fig.. Robbins, Essential of Organizational behaviour, 006) forms a motivation process Perhaps this is the correct way to say what the cause is motivation? Many people mistake the motivation is considered one of the personality characteristics that some have it and some do not. For example, managers have incentives to people who are as lazy turns, while according to our knowledge, motivation is no such thing (Robbins, 999. Davis,998). "John Brooks" believes that although motivation is a key factor in people's groups and organizations, but also considerable success with regard to motivation and motivation are the efforts of individuals and their efforts to lead the organization knows (Brooks, 006. Pour Abbas, 003). What is clear participation in all decision making will not be resurrected. Some motivation is only money and income. Some work like some social status, have some creativity in work and having some good partners, and more opportunities for progress preferred (Saatchi, 996).Institute survey, for example, "Galp" problems that today's planning staff had discovered interesting results obtained. As 55% because they can spend all they are just to satisfy internal needs as 0.50% are just for the money supply are 0.88% hard like hard work because work like 0.75 % said these efforts are not more, because our president does not know how we can make working. Do not know the answers and whether the answers to the role and nature of motivation in organizations of different people in organizations not mentioned? (Dell, 998) 3. METHODOLOGY Research method in the type of event (Caused - Comparative) is designed to test research hypotheses, a sample equal to 4 stratified sampling with proportional allocation of the total population that employees operating three public organizations and three private organizations are were chosen and data collected in this study, three questionnaire ) job 5

characteristics ) job motivation 3) needs Question and semi-structured interview requirements and a plan is no is. Population and sample Population consists of all elements and those in a specific geographical scale (global or regional) with one or more are common traits (Hafezniya, 00). So what could be clearer from the subsequent population will find it possible to achieve realistic data will increase, according to the objectives considered in this study and the method of its implementation, and business experts to define the exact population was determined based on the following framework: staff three private organizations and governmental organizations with at least three documents that form of treaty, educational, and formal agreement on the six organizations are serving. Therefore, a list of about six employees of the organization and preparation of evaluation and refinement, it was determined that the population above 545 persons form. Table. Introducing Statistical Society Organizations Governmental organizations A private organizations. Organization Affairs and martyr Mashhad. Staff Teacher Training Centers Khorasan Razavi 3. Mashhad Municipality District. Five Travel Services. Co. East Silver Tar layer 3. Company Rahbord system Parsian(RSP) Sampling methods and sample size Considering the subject under study and spatial distribution of variables in the territory according to the distribution and structure of community members mentioned it was decided to select members of the sample and to increase the accuracy of the method of stratified sampling with proportional allocation is used. The advantages of sampling include: ) Existing data in the data than any similar class in the whole community and therefore estimator than the variance under simple random sampling and thus enjoy greater accuracy. ) Addition to obtaining information on population, for each category of information can be gained. Given population can be divided into two floors. So that three public sector organizations as a third-class organizations and the private sector as a class is considered. After selecting classes, sample size should be selected from each class identified and the number using randomly selected from the class is mentioned. After sampling methods to identify, in this section to determine a sample size of population, considering that variable evaluated in this study based on a distance scale is measured, the following relations can be used to determine the sample size: n z. S r Y N () n n n N () 6

That this relationship r is too high relative error is already determined, N the number of individuals and society, and S and Y N the average standard deviation parameters, which you should not clear from the preliminary sample to estimate them and Z won, over the point corresponding cumulative probability or ( ) percentile is the standard normal distribution. As was mentioned, and for substituting the S and Y N above relations, due to the unknown standard deviation and mean score values motivating people in the community, using preliminary samples and adapted. At this stage, according to a preliminary 4-member sample was estimated considering the size of the population divided into 545 operational staff and two error coefficients r 0 / 05 with reliability and 95 percent ( z 0 96) / 975, with the use and placement in relations (-3) and (-3) 4 sample size is / reached. According to the above sampling methods and how to allocate appropriate sample size, elective classes each specific results of this allocation is reported in Table. However, to increase accuracy, the sample size allocated to each region, numbers larger than its nearest integer are rounded. Sample Volume 05 7 4 Table. Selected sample size of two parts Allocation Coefficient %48 %5 /00 number of personnel 65 80 545 Regions 3 organizations the Public sector 3 organizations the Private sector Total Row Job Characteristics Questionnaire (JCM) For evaluation of job characteristics questionnaire by John Wagner "has been coined interest. The questionnaire included 5 questions on a range of choice and accountability is the seventh degree, which thinks the job correctly describes, shall select. Expect a questionnaire This questionnaire could be used as a tool for calculating the work motivation can be used accountable. Questions in this section and item 7 in three spectral categories designed. Needs Questionnaire Last section needs questionnaire study questions employees belong. Needs questionnaire by the following Cliton Alderfer " has been devised and intended to evaluate the needs of those individuals that are more important. The questionnaire including closed questions on a five item Likert range has been designed using ANOVA statistical methods and analysis has been done. Validity and reliability of the questionnaire: In this study, a standard questionnaire was used and according to measurements by means of content validity has been achieved. Validity or reliability, one of the technical characteristics of measuring instruments (questionnaires) is. This concept of learning is associated with the measurement instruments in similar condition to what extent the results obtained shows the same. Regarding the reliability of the questionnaire used in this research, "Cronbakh's alpha coefficient" is used; the relationship between these ratios to below is; 7

where, Cronbakh's alpha coefficient Number of questions k Sum of Variance of Each Question s Variance for all Questions t á k k k i s i s t k i s i (3) s obtained after the placement of information obtained from questionnaires and JCM calculated Cronbakh's alpha equal to 8/0, Cronbakh's alpha for the questionnaire ERG needs 89/0 and the expected value of Cronbakh's alpha for the questionnaire in 95/0 is calculated, showing that the ability has high confidence in the final questionnaire. 4. JOB ENRICHMENT IN PRACTICE Different studies indicate that job enrichment reduces costs related to absenteeism and staff handling their job satisfaction (Emami et al., 0) increases. But the increased production and productivity of sufficient evidence is available (Mousakhani and Monshizadeh, 005). Similarly, studies performed widely within the pattern of job characteristics are confirmed, but one thing that is important for the success of job enrichment, managers must have conceptual skills are high (Sneeney and Mcfarlline, 00). Authors in research during 007 to 0 in several private and governmental organizations as motivating factors using Hackman and Oldham job characteristics model do that for this purpose the five characteristics of job characteristics have been evaluated include skill variety identity, job, job significance, job autonomy, job feedback results, that most of the five hypotheses affect the motivation of these characteristics is discussed. ) The diversity of skills, on employee motivation operating public and private sectors is ) The Identity of Job, on employee motivation operating public and private sectors is 3) The Importance of task, on employee motivation operating public and private sectors is 4) The Autonomy in Work, on employee motivation operating public and private sectors is 5) The Feedback in Work, on employee motivation operating public and private sectors is Before analysing the tables will be noted that in measuring the effects of different levels of a variable on another variable to the analysis of variance, the independent variables at different levels dependent variable are compared with each other and if this means that at these levels differ are zero is rejected and if the means of statistically identical and are not difference is zero is accepted. 8

Table 3. Reports the main results of a research hypothesis Diversity of job Number Mean of Work Standard Deviation of Work motivation Low Status of 4 94/8 77/50 diversity of job Middle Status of 80 96/0 53/45 diversity of job High Status of 00 90/0 54/63 diversity of job P- value 0/4 0/808 In this regard, according to the probability of significant amounts reported in the table above and compare it with the critical area is zero, the statistical test and accepted a research hypothesis is rejected ( P value 0 / 808 0 / 05 ). In other words, with 95% reliability can be said that operational staff motivation skills on the job both public and private sectors is not effective. The second hypothesis was also rejected on the identity and motivation of staff job operating public and private sectors is not effective. Table 4. Reports the results of two major research hypotheses Identity of Task Number Mean of Work Standard Deviation of Work motivation Low Status of 49 76/4 50/0 Identity of Task Middle Status of 65 95/8 56/03 Identity of Task High Status of 08 95/7 55/47 Identity of Task P-value /08 0/30 Considering the results can be deduced from the table that the two main research hypothesis is statistically zero, and accepted a research hypothesis is rejected ( P value 0 / 30 0 / 05 ) in other words can be reliably stated that 95% of people having no effect on the rate of occupational identity, motivation no employees and the amount of staff at different levels of occupational identity, R is statistically equal. The third hypothesis was confirmed and the important task of motivating employees both public and private sector is efficient. Table 5. Reports results Tuesday main research hypothesis Importance of job Number Mean of Work Standard Deviation of Work motivation Low Status of 40 73/8 49/44 Importance of job Middle Status of 35 8/7 49/73 Importance of job High Status of 47 03/8 58/8 Importance of job P- value 3/395 0/036 Because this inference is therefore likely that a significant amount of testing that is smaller than the critical area ( P value 0 / 036 0 / 05 ). Therefore, zero is rejected and can accept an expression that is motivating employees to work in public and private sectors at different levels of significance and importance of job are not the same job in motivating 9

employees to work on them is effective. The fourth hypothesis of independence affects the motivation of the staff deals with jobs and independent confirmation of the motivation of employees in jobs both public and private sectors are effective. Table 6. Reports the results of four major research hypotheses Autonomy in Work Number Mean of Work Standard Deviation of Work motivation Low Status of 9 50/ 38/04 Autonomy in Work Middle Status of 4 90/ 49/60 Autonomy in Work High Status of 89 09/9 68/46 Autonomy in Work P- value 3/994 0/00 Averages reported in the motivation to work at different levels of job autonomy relatively large differences can be seen in them, so the probability of a significant amount of test results and reports that are specified in the table P value 0/ 00 0/ 05. In other words considering the possibility that a significant amount of critical test of the test area is smaller than zero is rejected and is statistically one will be accepted. The conclusion of job autonomy on job satisfaction is an effective staff. Fifth hypothesis confirmed and feedback on job motivation of the staff operating public and private sectors is effective. Table 7. Reports the main results of five research hypotheses Feedback in job Number Mean of Work Standard Deviation of Work motivation Low Status of 48 79/4 54/0 Feedback in job Middle Status of 3 88/ 49/57 Feedback in job High Status of 4 8/9 65/4 Feedback in job P- value 4/474 0/0 Table of results of such withdrawal is reported that large amount of test statistics and the significant probability value is small. The expression of critical area is smaller than the means test P value 0/ 0 0/ 05. Therefore, it is concluded that the average levels of work motivation was not the same feedback on job motivation and job feedback operational staff both public and private sectors is effective. Variable needs including the need for staff growth is one of the variables associated with dependent and independent variables were analysed. 5. SUGGESTIONS The general examination was performed on jobs; jobs became clear motivation is low power, so to solve this problem it is recommended that businesses get evaluated and redesigned them for necessary measures taken comes. So much needs to motivate employees with high ) according to the methods of job enrichment; ) participatory decision making 3) based on objective management can be effective. Given the importance of jobs, work and independence in giving feedback to their employees can be an important factor for employee motivation stack is investigated. Therefore, organizations must be responsible for designing six jobs paid enough attention to the fact that. 0

We can be different according to the needs and motivation of people in different cities and even in a city and various organizations as can be determined for the organizational goal for participation in organizational decision making for organizational career development and other organizational workflow for the occupational used to increase employee motivation levels. al theories in position and job status is a major issue of employment and employees in some occupations are satisfied with the internal management and therefore must set the content of jobs that employees do it with pride and will enjoy. On the other hand it became clear that "Though the need for variable adjustment of growth" in third world countries cannot be as an adjustment variable Though the model affected by Hackman and Oldham does, because people in these countries is still low levels of their needs are involved. Words, with the help of Maslow theory of motivation can be as low level to satisfy the needs of the individual not to need to grow (their needs flourishing) does not consider. In fact, because most employees do not think the variable needs to grow and provide livelihoods affected are minimum requirements and the need for better from this model, at least in developing countries be removed. 6. CONCLUSION If employees of an organization need them, we can exclude internal response staff will face with employees and managers cannot hostility, indifference to their duties or disclaim responsibility for the organization due to human nature than that, if managers onedimensional thinking and just the physical needs of the employees they cannot actually make the employees are motivated. In this study, five hypotheses to evaluate the effects of job characteristics and motivation were presented after the test indicated that the identity and diversity of skills cannot function on staff motivation levels are low, but three variables affect job importance, job autonomy and feedback results of work as a source of motivation can be low levels of staff to act. It was also found in developing countries need to grow moderator variable cannot be implicit model will affect the job characteristics and better understanding of equality or justice variable Bulls. At the end of culture and social conditions that an important influence on motivation and people are being raised. In a society that is true poetry under management believes that can be motivated staff does. If the lesson the teacher had whispered love /children bring to school Friday to escape foot (Naeli,998, ). And in a society that believes there is such a motivating ways employees are considered useless. However, the achievements of scholars in the field of organizational behaviour motivation and job characteristics are appreciable, but it is noteworthy that these theories should be tailored to the needs of staff and community and cultural organizations to localize. Finally, based on the evidence mentioned can be said with confidence that a) people working in occupations with high rates of five indicators were generally more motivated, satisfied and have higher productivity ) indices on the job behaviour or mental state affect and work output variables, not the individuals themselves (Robbins, 005). 7. REFERENCES []. Brooks, I. (006). Organizational Behavior (Individuals, Grups, and Organization) FT Prentice Hall, Third Edition []. Dell, T. (998). Ways to motivate individuals, Farhad Ahmadi Naien Translation, Tehran, commercial publishing company [3]. Davis, K. (998). Human behavior at work (organizational behavior) translation of Muhammad Ali Toosi, Public Management Training Center Press

[4]. Robbins, S. (999). Organizational Behavior (concepts, theories & applications) Translation and Seyed Mohammad Arabi & Ali Parsayyan Cultural Research Bureau, the first C [5]. Robbins, S. (006). Organizational behavior management, translation Farzad Omidvaran, gentle book publishing institute [6]. Robbins, S. (005). fundamentals of organizational behavior, translation and Seyed Mohammad Arabi & Ali Parsayyan, Tehran Cultural Research Bureau, seventh edition [7]. Saatchi, M. (996). Work Psychology (Psychology at Work, Organization and Management) Institute of publication edition, second edition [8]. Pour Abbas, A. (003).advanced human resource management (approaches, processes and functions) towards Publishing [9]. Ghazanfari, A. Esfahani, D. (005). Work psychology, industrial, organizational, scientific publisher Institute Scholars Publications organs Brin [0]. Naeli, M. (998). in organizations, Shahid Chamran University Press []. Emami, R., Moradi, E., Idrus, D., Almutairi, D.O. (0). Investigating the relationship between organizational learning culture, job satisfaction and turnover intention in it SMEs, International Journal of Innovative Ideas, (), 8-3. []. MousaKhani, M. (005). Monshizade Nayin,Masoud, Organization and Management, Islamic Azad University of Qazvin, c., Tehran [3]. Bloisi, W. (003). Management and organizational Behavior, the Mc Graw-Hill companies [4]. Buchanan, D.Huczynski, A. (985). Organizational Behavior An introductory text, Prentice Hall international [5]. Cairo, J. (997). and goal setting, Prentice / Hall international [6]. Sneeney, P. Mcfarlin, D. (00). Organizational Behavior, Solutions for Management, Mc Graw-Hill international Editions.