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Report on
Job Characteristic Model
Ms. Samiya Sultana Tani
Associate Professor
Department of Finance
University Of Dhaka
GROUP # 0 Section: A
Batch: 19th
Department of Finance
University of Dhaka
Date of Submission: 1 July, 2015
PREPARED FOR
PREPARED BY
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Group Profile
ID No. Name Remark
19 - 013 Maruf Hossain
19 -067 Md. Niaz Mahmud Khan
19-099 Manjurul Ahsan
19-113 Shibpada barmon
19-121 Md. Abdul Quyum
19-123 Md. Ripon Molla
19-157 Raqib Hossain
19-175 Md. Ariful Hasan
19-269 Md. Moshiur Rahman
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Letter of Transmittal
July 1, 2014
Ms. Samiya Sultana Tani
Associate Professor
Department of Finance
University Of Dhaka
Subject: Submission of Term Paper.
Honorable ma’am,
It is an immense pleasure for us to submit the Report on “Job Characteristic Model ” which
is prepared as a partial requirement of the course named “Organizational Behavior (F-
301)” of BBA program under Department of Finance of the Faculty of Business Studies,
University of Dhaka.
The study mainly focused on the theoretical and practical knowledge and methods of
decision making. The experience that we gather through this study will help us in our
career indeed. This report gave us an occasion to apply our theoretical expertise, sharpen
our views, ideas, and skills, and bridge them with the real world of practical experience,
which will be a good head start for our future professional career.
We would like to convey our special thanks and gratitude to you for patronizing our effort
& for giving us proper guidance and valuable advice. We have tried our best to cover all the
relevant fields. We earnestly request you to call upon us if you think any further work
should be done on the topic that you have chosen for us.
Thanking you and looking forward to receive your cordial approval of our submission.
Yours Sincerely,
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Acknowledgement
First of all we express our gratitude from heart to the Beneficent, the merciful & Almighty
ALLAH for giving us strength and patience to prepare this report within the time.
We would also like to thank our very helpful senior brother’s for their generous help and
the lab assistant’s helpful hand. We are deeply indebted to our course teacher Ms. Samiya
Sultana Tani, Associate Professor, Department of Finance, University of Dhaka, for her
cooperation and precious contribution in preparing this report.
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Executive Summary
During the course F-301, we are required to prepare a report on “Job Characteristic Model
and Its five factors “. This program helps to meet gap between the theoretical & practical
knowledge. We have collected information, processed then and finally analyzed them for
our study.
First chapter of this report includes origin of the study, objectives, methodology, scope and
limitation of the study.
Second chapter in this report provides company backgrounds including historical
background of Walton, mission, goal, company’s objectives, financial situation,
organizational structure and Walton products gallery.
Third chapter shows theoretical backgrounds of the report including Job Characteristics
Model mainly what we read and understand from our course book. Here we discuss the
detail of Skill variety, Task identity, Task significance, Autonomy and Feedback.
In the fourth chapter, we discuss the practical implication of job characteristics model.
Here we mainly focus on the implication of 5 factors in this organization and its important
in the organization. How the employees job characteristics are decided as well as their
outcomes.
In the fifth chapter, we provide the conclusion of this report.
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Table of Contents
Chapter-1 ...................................................................................................8
Chapter-2……………………………………………………………………………………………… 12
Chapter-3……………………………………………………………………………………………… 16
Chapter-4…………………………………………………………………………………………….. 24
Chapter-5……………………………………………………………………………………………… 29
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HAPTER 1
1.00 INTRODUCTION
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1.1 Introduction:
Decision making is a most important factor in an organization. Individuals in the
organizations make decision, choices from among two or more alternatives. Organizations
have begun empowering their non-managerial employees with decision making authority
historically reserved for managers alone. Every decision requires us to interpret and
evaluate information. Perception helps to determine which information is relevant to
decision making. Our perceptual process will affect final outcome. Through the entire
decision making process, perceptual distortions often surface that can bias analysis and
conclusions.
1.2 Origin of the Report:
The BBA Program under the department of finance offers a course named “Organizational
Behavior (F-301)” which requires submitting a report on a specific topic on “Factors
influencing on decision making process in Walton High-Tech Industries Ltd.”. The
report under the above headline has been prepared on providing theoretical and practical
knowledge towards the purpose.
1.3 Objective of the Study:
There are several objectives to conduct the study which are:
To provide overall information about the decision making process.
To provide information about the link between perception and individual decision
making.
To evaluate the impact of common bias and errors in decision making.
To provide how to apply decision making model in effective decision making.
To provide how to apply ethics in decision making process.
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1.4. METHODOLOGY
To prepare this report we mainly depend on the secondary data. But also take some help
from our seniors.
Process of collecting secondary data:
o Gathering data from the different websites.
o Use of theoretical data from textbooks referred by our course instructor,
o Implementing the theoretical and practical knowledge.
1.5. SCOPE OF THE STUDY
Everything has some advantage which helps that work to be completed thoroughly. We get
some scope which helps us to make a standard report. Major of them are-
Enough Time: We have got enough time to prepare a report so that we could gather
information with much tension free mind. .
Easy access to internet: We have a very smooth access to internet in our computer lab. So
that we didn’t face any kind of trouble in this sector.
Easy Topic: The topic of us was much easier than others. So we don’t feel any problem
about our topic.
1.6. LIMITATION OF THE STUDY
Research work is very much comprehensive. It is an accumulation of both information and
creative thinking. It requires a great effort and long sound planning to make this report. It
is true that we got help from many responsible people and sources. But still we faced some
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problems. As we are really new in this field. We felt lack of experience in every stage of our
work. And there was not enough time for this project. But we tried our level best to
overcome this. On top of that our topic was about factors influencing on decision making in
Walton Hi-Tech Industries Ltd.; it is a very comprehensive topic in today’s digital world.
But in this sector we found some new concept as well. In this respect there may be some
lacking in the report because of our knowledge limitation. We tried to write the report in a
sequential way but there may be some problems in the sequence of the report. But all these
errors are totally unintentional. At the end we are very happy to present this report to the
readers and its success will depend on the positive response of the readers.
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HAPTER 2
2.00 COMPANY PROFILE
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2.1 Historical Background of Walton
Walton Hi-Tech Industries Limited, commonly referred to as Walton, is a private limited
company of Bangladesh. It is a sister concern of R.B. Group. Walton is one of the largest
electrical, electronics and automobiles manufacturing companies in South Asia. Its
headquarters is situated at Dhaka, Bangladesh.
Walton manufactures very high quality and durable refrigerators, freezers, air-conditioners
and motorcycles at its state-of-the-art plant at Chandra in Kaliakoir of Gazipur district,
some 40 km (25 miles) north of the capital Dhaka. It started its commercial production and
marketing since 2008 with the slogan ‘Walton at Every Home.’ Walton consistently applies
leading global technologies in manufacturing of its products.
Besides, Walton brand of televisions and their components are manufactured in Walton`s
plant in Gazipur under Walton Micro-Tech Corporation, another sister concern of R.B.
Group.
Walton’s products have already won the hearts of the millions of people in Bangladesh for
their outstanding designs, uncompromising quality and affordable prices. It has now
become a trusted brand name in every household of Bangladesh.
Walton is greatly indebted to S.M. Nazrul Islam, a visionary business leader and an
extraordinary entrepreneur, for its today’s name, fame and success. Mr Islam, also the
founder chairman of R.B. Group and Walton, was born in an aristocratic business family of
Tangail in Bangladesh in 1926. He has acquired all the techniques of trade and commerce
from his businessman father S.M. Atahar Ali Talukder (1901-1982).
2.2 Mission
The company desires to provide the latest technology based products with innovative
design, excellent quality and many different models & capacities. In this concern,
Management of Walton HIL ensures their commitments for quality at any cost. WALTON
brand main products are different types of Television (CRT, LCD, and LED), DVD Player,
Motorcycle, Refrigerator & Freezer, Walton Mobile Phone, Microwave Oven, Steam Oven,
Domestic and Industrial Generator, Manganese & Alkaline Battery, Air conditioner and
various types of necessary and useful home appliances etc.
2.3 Goals
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To provide best quality products for the customers by introducing their latest technology
driven products and expanding services.
2.4 Company’s Objectives
Walton has been established to provide high-quality goods and services at affordable
prices. Walton has a dual purpose
● To receive an economic return on its investment
● Contribute to the economic development of Bangladesh where technology can play a
critical role .The company has developed its strategies so that it earns healthy returns and
at the same time, contributes to development of the country. It’s aiming to place its product
in each village to contribute significantly to the economic benefit of the poor. It is the way
to get a total uprising in the electronic field. By accomplishing the success factors. Walton
would like to introduce new quality model product to his honorable customer
2.5 Financial Situation
Walton strategy is to continue to exercise strong discipline over their operating costs and
capital expenditure to achieve improves efficiency and productivity in their operations and
leverages their existing capacity. They have also plan to reduce their operation and
maintenances expense by, among other things, using solar power, controlling service
agreement pricing and lobbying to
reduce the other tax. That’s why they are using as-
● continuously grow manufacturer base
● focusing on high value customer
● Achieve capital and operational efficiencies to improve profit margins and cash flow
generation
● Increased Brand Awareness and reinforce brand values.
● Increased revenue from new services. ● Continue to expand their comprehensive distribution product.
● Standard quality certificates including ISO 9001:2008 & ISO 14001:2004. Walton service network is the country’s only ISO 9001:2008 Standard Certified after .
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2.6 Organizational structure
Walton has now more than 1000 employees. Walton is divided into several departments
namely technical, sales & marketing, customer relations, administration, human resources,
finance and IT. Recently management has brought a change in the organizational structure
in view of need of time.
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HAPTER 3
3.00 THEORETICAL BACKGROUND
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Job characteristics theory is a theory of work design. It provides “a set of implementing
principles for enriching jobs in organizational settings”. It is designed by Hackman and
Oldham, is based on the idea that the task itself is key to employee motivation. Specifically,
a boring and monotonous job stifles motivation to perform well, whereas a challenging job
enhances motivation. Variety, autonomy and decision authority are three ways of adding
challenge to a job. Job enrichment and job rotation are the two ways of adding variety and
challenge. A theoretical concept concerning how the fundamental features of an employee's
assigned tasks affect mental states and yield different workplace outcomes. The job
characteristics model applicable to a business identifies the job characteristics of skill
variety, autonomy, task significance, task identity and feedback, and the outcomes of high
job performance, high job satisfaction, high intrinsic motivation, and low absenteeism or
turnover.
Original version of job characteristics theory proposed a model of five “core” job
characteristics (i.e. skill variety, task identity, task significance, autonomy, and feedback)
that affect five work-related outcomes (i.e. motivation, satisfaction, performance, and
absenteeism and turnover) through three psychological states (i.e. experienced
meaningfulness, experienced responsibility, and knowledge of results).
Skill variety refers to the extent to which the job requires a person to utilize multiple high-
level skills. A car wash employee whose job consists of directing customers into the
automated car wash demonstrates low levels of skill variety, whereas a car wash employee
who acts as a cashier, maintains carwash equipment, and manages the inventory of
chemicals demonstrates high skill variety.
Task identity refers to the degree to which a person is in charge of completing an
identifiable piece of work from start to finish. A Web designer who designs parts of a Web
site will have low task identity, because the work blends in with other Web designers’
work; in the end it will be hard for any one person to claim responsibility for the final
output. The Web master who designs an entire Web site will have high task identity.
Task significance refers to whether a person’s job substantially affects other people’s work,
health, or well-being. A janitor who cleans the floors at an office building may find the job
low in significance, thinking it is not a very important job. However, janitors cleaning the
floors at a hospital may see their role as essential in helping patients get better. When they
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feel that their tasks are significant, employees tend to feel that they are making an impact
on their environment, and their feelings of self-worth are boosted.
Autonomy is the degree to which a person has the freedom to decide how to perform his or
her tasks. As an example, an instructor who is required to follow a predetermined textbook,
covering a given list of topics using a specified list of classroom activities, has low
autonomy. On the other hand, an instructor who is free to choose the textbook, design the
course content, and use any relevant materials when delivering lectures has higher levels
of autonomy. Autonomy increases motivation at work, but it also has other benefits. Giving
employees autonomy at work is a key to individual as well as company success, because
autonomous employees are free to choose how to do their jobs and therefore can be more
effective. They are also less likely to adopt a “this is not my job” approach to their work
environment and instead be proactive (do what needs to be done without waiting to be
told what to do) and creative. The consequence of this resourcefulness can be higher
company performance. For example, a Cornell University study shows that small
businesses that gave employees autonomy grew four times more than those that did not.
Giving employees autonomy is also a great way to train them on the job. For example,
Gucci’s CEO Robert Polet points to the level of autonomy he was given while working at
Unilever PLC as a key to his development of leadership talents. Autonomy can arise from
workplace features, such as telecommuting, company structure, organizational climate, and
leadership style.
Feedback refers to the degree to which people learn how effective they are being at work.
Feedback at work may come from other people, such as supervisors, peers, subordinates,
and customers, or it may come from the job itself. A salesperson who gives presentations to
potential clients but is not informed of the clients’ decisions, has low feedback at work. If
this person receives notification that a sale was made based on the presentation, feedback
will be high.
The relationship between feedback and job performance is more controversial. In other
words, the mere presence of feedback is not sufficient for employees to feel motivated to
perform better. In fact, a review of this literature shows that in about one-third of the cases,
feedback was detrimental to performance.[346] In addition to whether feedback is present,
the sign of feedback (positive or negative), whether the person is ready to receive the
feedback, and the manner in which feedback was given will all determine whether
employees feel motivated or demotivated as a result of feedback.
According to the job characteristics model, the presence of these five core job dimensions
leads employees to experience three psychological states: They view their work as
meaningful, they feel responsible for the outcomes, and they acquire knowledge of results.
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These three psychological states in turn are related to positive outcomes such as overall job
satisfaction, internal motivation, higher performance, and lower absenteeism and
turnover.[347] Research shows that out of these three psychological states, experienced
meaningfulness is the most important for employee attitudes and behaviors, and it is the
key mechanism through which the five core job dimensions operate.
3.1 History
Work redesign first got its start in the 1960s. Up until then, the prevailing attitude was that
jobs should be simplified in order to maximize production, however it was found that when
subjected to highly routinized and repetitive tasks, the benefits of simplification sometimes
disappeared due to worker dissatisfaction. It was proposed that jobs should be enriched in
ways that boosted motivation, instead of just simplified to a string of repetitive tasks.[3] It
is from this viewpoint that Job Characteristics Theory emerged.
In 1975, Greg R. Oldham[4] and J. Richard Hackman[5] constructed the original version of
the Job Characteristics Theory (JCT), which is based on earlier work by Turner and
Lawrence[6] and Hackman and Lawler.[7] Turner and Lawrence,[6] provided a foundation
of objective characteristics of jobs in work design. Further, Hackman and
Lawler[7]indicated the direct effect of job characteristics on employee's work related
attitudes and behaviors and, more importantly, the individual differences in need for
development, which is called Growth Need Strength in Job Characteristics Theory.
In 1980, Hackman and Oldham presented the final form of the Job Characteristics Theory in
their book Work Redesign. The main changes included the addition of two more
moderators- Knowledge and Skill and Context Satisfaction, removal of the work outcomes
of absenteeism and turnover, and increased focus on Internal Work Motivation. Several of
the outcome variables were removed or renamed as well. Concentration was shifted to the
affective outcomes following results from empirical studies that showed weak support for
the relationship between the psychological states and behavioral outcomes.
In addition to the theory, Oldham and Hackman also created two instruments, the Job
Diagnostic Survey (JDS) and the Job Rating Form (JRF), for assessing constructs of the
theory. The JDS directly measures jobholders' perceptions of the five core job
characteristics, their experienced psychological states, their Growth Need Strength, and
outcomes. The JRF was designed to obtain the assessments from external observers, such
as supervisors or researchers, of the core job characteristics.
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3.2 Important variable
According to the final version of the theory, five core job characteristics should prompt
three critical psychological states, which lead to many favorable personal and work
outcomes. The moderators Growth Need Strength, Knowledge and Skill, and Context
Satisfaction should moderate the links between the job characteristics and the
psychological states, and the psychological states and the outcomes.
3.3 Core job characteristics
• Skill Variety: The degree to which a job requires various activities, requiring the
worker to develop a variety of skills and talents. Jobholders can experience more
meaningfulness in jobs that require several different skills and abilities than when the jobs
are elementary and routine.
• Task Identity: The degree to which the job requires the jobholders to identify and
complete a work piece with a visible outcome. Workers experience more meaningfulness in
a job when they are involved in the entire process rather than just being responsible for a
part of the work.
• Task Significance: The degree to which the job impacts other people’s lives. The
influence can be either in the immediate organization or in the external environment.
Employees feel more meaningfulness in a job that substantially improves either
psychological or physical well-being of others than a job that has limited impact on anyone
else.
• Autonomy: The degree to which the job provides the employee with significant
freedom, independence, and discretion to plan out the work and determine the procedures
in the job. For jobs with a high level of autonomy, the outcomes of the work depend on the
workers’ own efforts, initiatives, and decisions; rather than on the instructions from a
manager or a manual of job procedures. In such cases, the jobholders experience greater
personal responsibility for their own successes and failures at work.
• Feedback: The degree to which the worker is provided with clear, specific, detailed,
actionable information about the effectiveness of his or her job performance. When
workers receive clear, actionable information about their work performance, they have
better overall knowledge of the impact of their work activities, and what specific actions
they need to take (if any) to improve their productivity.
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3.4 Critical psychological states
• Experienced Meaningfulness of the Work: The degree to which the jobholder
experiences the work as intrinsically meaningful and can present his or her value to other
people and/or the external environment.
• Experienced Responsibility for Outcome of the Work: The degree to which the
worker feels he or she is accountable and responsible for the results of the work.
• Knowledge of Results of the Work Activities: The degree to which the jobholder
knows how well he or she is performing.
3.5 Motivating potential score
When a job has a high score on the five core characteristic, it is likely to generate three
psychological states, which can lead to positive work outcomes, such as high internal work
motivation, high satisfaction with the work, high quality work performance, and low
absenteeism and turnover. This tendency for high levels of job characteristics to lead to
positive outcomes can be formulated by the motivating potential score (MPS). Hackman
and Oldham explained that the MPS is an index of the “degree to which a job has an overall
high standing on the person's degree of motivation...and , therefore, is likely to prompt
favorable personal and work outcomes”:
The motivating potential score (MPS) can be calculated, using the core dimensions
discussed above, as follows;
Jobs that are high in motivating potential must be also high on at least one of the three
factors that lead to experienced meaningfulness, and also must be high on both Autonomy
and Feedback. If a job has a high MPS, the job characteristics model predicts that
motivation, performance and job satisfaction will be positively affected and the likelihood
of negative outcomes, such as absenteeism and turnover, will be reduced.
According to the equation above, a low standing on either autonomy or feedback will
substantially compromise a job's MPS, because autonomy and feedback are the only job
characteristics expected to foster experienced responsibility and knowledge of results,
respectively. On the contrary, a low score on one of the three job characteristics that lead to
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experienced meaningfulness may not necessarily reduce a job's MPS, because a strong
presence of one of the those three attributes can offset the absence of the others.
3.5 Alternative theories of work design
Scientific management
Taylor’s theory of scientific management emphasized efficiency and productivity through
the simplification of tasks and division of labor.
Motivator–hygiene theory
Herzberg Motivator–Hygiene Theory, aka Two-factor Theory, an influence on Job
Characteristics Theory, sought to increase motivation and satisfaction through enriching
jobs. The theory predicts changes in “motivators”, which are intrinsic to the work, (such as
recognition, advancement, and achievement) will lead to higher levels of employee
motivation and satisfaction; while “hygiene factors”, which are extrinsic to the work itself,
(such as company policies and salary) can lead to lower levels of dissatisfaction, but won’t
actually impact satisfaction or motivation.
Sociotechnical systems theory
Sociotechnical systems theory predicts an increase in satisfaction and productivity through
designing work that optimized person-technology interactions.
Quality improvement theory
Quality improvement theory is based on the idea that jobs can be improved through the
analysis and optimized of work processes.
Adaptive structuration theory
Adaptive structuration theory provides a way to look at the interaction between
technology’s intended and actual use in an organization, and how it can influence different
work-related outcomes.
Over the years since Job Characteristics Theory’s introduction into the organizational
literature, there have been many changes to the field and to work itself. Oldham and
Hackman suggest that the areas more fruitful for development in work design are social
motivation, job crafting, and teams.
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Social sources of motivation are becoming more important due to the changing nature of
work in this country. More jobs are requiring higher levels of client-employee interaction,
as well as increasing interdependence among employees. With this in mind, it would make
sense to investigate the impact the social aspects have on affective and behavioral
outcomes. While Job Characteristics Theory was mainly focused on the organization’s
responsibility for manipulating job characteristics to enrich jobs there has been a
considerable buzz in the literature regarding job crafting. In job crafting the employee has
some control over their role in the organization. Hackman and Oldham point out there are
many avenues of inquiry regarding job crafting such as: what are the benefits of job
crafting, are the benefits due to the job crafting process itself or the actual changes made to
the job, and what are the negative effects of job crafting?
Finally, they brought up the potential research directions relevant to team work design.
Specifically, they discuss the need to understand when to use work-design aimed at the
individual or team level in order to increase performance, and what type of team is best
suited to particular tasks.
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HAPTER 4
4.00 PRACTICAL BACKGROUND
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What is the importance of Job Characteristic Model in Walton?
In Walton group, they always feel the importance of Job characteristic model. Here in the
organization everyone has specific job. They have to perform it accordingly. Everyone is
qualified and skilful in there sector. Walton maintains a strict procedure when they recruit
someone for the organization. One employee of Walton group told that their working
environment is excellent and they always perform their job according to their ability and
always get feedback from their seniors how to do it more efficiently.
How Walton maintain skill variety in their organization?
In our theoretical part we discuss that skill variety refers that people who work in the high
level have high skill in their job and who are working in the low level have low skill to
perform their job. It is also same for the Walton. People who stay in the management have
different types of skill such as know about how much inventory they have to maintain, how
much they have to produce, from here they will collect raw material for production. They
also select subordinates who will perform which job and who are suitable for which job.
They give us an example of their worker who worked in the factory and made vehicles.
They told us that these types of worker have only the skill of making vehicles and they can’t
perform other jobs. They can only make vehicles. They mention that these workers don’t
need any other skill to accomplish their job.
On the other hand, who are the managers of the factory have overall knowledge about
vehicles and also have some management skill to manage their workers.
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How Task Identity is focused in Walton?
In Walton only top level managers perform whole task at their own ability. Because they maintain
the whole organization efficiently with their ability. Everything of the organization depends on
them. They handle the overall situation at their own ability.
On the other hand who are in the mid-level or low level has low task identity. In mid or low level,
job is divided into several parts. None does the whole job. As for example, sales manager only think
about the sales and how he can improve it, production manager only think about how much
product they will have to produce.
Top level manager take the information from each and every departments and maintain everything
for the welfare of the organization.
Level of the organization Task Identity
High level High
Mid and Low Level Low
Low Level Worker
High Skill Variety
Moderate Skill Variety
Specialize in only One
Sector
Skill
Variety
Top Level Manager
Mid-Level Manager
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How task significance factor influence Walton?
Everyone’s task significance factor is important in the organization. Without each and every
employees best performance it is quite impossible to attain company’s goal. The representative told
us that their Managing Director believes that the performance of backend employees is very crucial
for the organization.
According to our study, high level managers should have extra ordinary job significance because
they manage everything for the welfare of the company. So there is a dispute between practical and
theoretical knowledge.
Though Managing Director belief those backend employees are more valuable, his own
performance for the organization is more than that. He manages everything of the organization.
How much autonomy employees get in Walton?
In Walton, every employee doesn’t get that much freedom but who want to inform their senior and
want to bring some positive change in the organization for the welfare of the organization get
freedom.
Mainly employees of top level get more freedom for performing their job because of their task
significance and skill variety.
Is there the tradition of feedback in Walton?
There is a strong culture of feedback in Walton. Every level of employees gets feedback from
superior. If the task is fantastic they are rewarded. If anyone makes any mistake they get suggestion
from superior. If one person make mistake again and again they are punished by superior. The way
of punishment is given below:
Oral warning:
Oral warning normally is given by supervisor. This type of warning is completed in private and
informal environment.
Written warning:
It is the step after the oral warning. It’s the warning given by management to an employee formally
i.e. warning with documents.
Suspension:
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When an employee doesn’t show respect with the Walton’s rules and regulation, Walton suspends
the employee.
Demotion:
When an employee can’t perform his/her job perfectly then Walton desires his/her position.
Dismissal:
Punishment is dismissing the problem of employee. Dismissal is used only for the most serious
offenses. A dismissed employee is devoid of all service benefit, fair from the organization. For these
types of employee, it is very tough to find any jobs.
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HAPTER 5
5.00 CONCLUSION
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5.1 Conclusions
In the whole procedure, we wanted to find job characteristic model in Walton Hi-Tech
Industries Ltd. We tried to present individual and organizational implication and how the
job characteristic model works there..
Through this report, we tried to find out the job characteristic model, how it works in the
organization in different level. In all level employees don’t do all types of job. According to
their job, their efficiency, ability, skill variety, task significance, freedom, and feedback of
job is determined in the organization.
So we can conclude that employees who belong in higher level of organization have more
skill variety task identity, task significance, autonomy, and feedback. On the other hand
who are in the mid or lower level have very low implication of the five factors.
