The Context for Motivation

Previously, we explored dominant modern theories of motivation and how they build upon Maslow’s hierarchy of needs. Expanding on that foundation, this article outlines key job characteristics that foster employee commitment and performance.

As mentioned earlier, factors such as adequate pay, safe working conditions, and appropriate employment terms—while essential—do not necessarily drive job satisfaction. However, their absence can lead to dissatisfaction. Herzberg (1966) classified these as "hygiene factors." In contrast, "motivational factors" contribute to job satisfaction, and their absence does not cause dissatisfaction but rather a lack of engagement and fulfilment.

Building on this distinction, Hackman and Oldham (1980) introduced the Job Characteristics Model (JCM), which has since become one of the most widely used frameworks for understanding workplace motivation. The JCM identifies five core job characteristics that can enhance employee motivation:

·         Skill variety – the extent to which the job requires a range of skill

·         Task identity – the extent to which the job produces a whole, identifiable outcome

·         Task significance – the extent to which the job has an impact on other people, either outside or inside the organisation

·         Autonomy – the extent to which the job allows the worker to exercise choice and discretion in their work

·         Feedback from job - the extent to which the job itself provides information on how well the job holder is performing

The reason why these job characteristics motivate employees is that they act on three critical psychological states within a person. The first state is experienced meaningfulness, and it relates to the first three components of the model. The second state is experienced responsibility which is primarily correlated with Autonomy but also is affected by task significance and identity. The final state is knowledge of the results of the work activities, as triggered by feedback. In other words, JCM leverages the subjective psychological experiences to create the sense of purpose and willingness to act, thus increasing employee motivation, satisfaction and productivity as the end result. However, creating a workplace that effectively incorporates these principles is not always straightforward. It often requires professional expertise or at least informed consultation, as well-intended changes can sometimes have unintended consequences. For instance, the introduction of new technology might seem like a logical step toward efficiency, but if implemented poorly, it can undermine motivation rather than enhance it. A historical case from 1951 illustrates this: when miners were provided with new cutting-edge gear designed to extract coal more efficiently, their motivation unexpectedly declined. Despite the technology reducing job demands, the miners felt that it restricted their autonomy, making them less engaged with their work. As Parker (2014) suggests, when employees lack control over how they complete tasks, they should at least have a say in shaping the broader system that organises their work.

This example highlights a critical lesson: motivation is not just about making jobs easier or more efficient; it is about creating an environment where employees feel valued, capable, and in control. A workplace that fosters autonomy, provides meaningful tasks, and offers clear feedback is far more likely to cultivate commitment and high performance. While there is no universal formula for designing the perfect job, organisations that thoughtfully implement these principles create workplaces where employees feel empowered, engaged, and driven to succeed.

Herzberg, F. (1966). Work and the nature of man. World.

Hackman, J.R. & Oldham, G.R. (1980), Work redesign, Mass, Addison-Wesley.

Trist, E. L., & Bamforth, K. W. (1951). Some social and psychological consequences of the longwall method of coal-getting: An examination of the psychological situation and defences of a work group in relation to the social structure and technological content of the work system. Human relations, 4(1), 3-38.

Parker, S. K. (2014). Beyond motivation: Job and work design for development, health, ambidexterity, and more. Annual review of psychology, 65(1), 661-691.