Journal of Behavioural Sciences, Vol. 22, No.

2, 2012
Examining the Job Characteristics: A Matter of Employees Work
Motivation and Job Satisfaction
Sarwat Sultan*, Ph.D
Department of Applied Psychology
Bahauddin Zakariya University Multan, Pakistan
The study investigated job characteristics as predictors of
employees work motivation and job satisfaction. The study
made use of convenience sampling in selecting 366 employees
(183 men and 183 women) from different banks in Karachi,
Pakistan. The sample age ranged between 28 - 50 years. Three
instruments were used, namely: Job Diagnostic Survey Scale,
Achievement Motivation Scale, and General Job Satisfaction
Questionnaire. Data analysis involved the use of Pearson Product
Moment Correlation and Regression Analysis. Results indicated
that five dimensions of job are positively correlated with work
motivation and job satisfaction of employees. Male and female
employees reported different associations of job characteristics
with work motivation and job satisfaction. Results also indicated
that the five core job characteristics are effective predictors of
employees work motivation and job satisfaction. On the basis of
the findings, it is suggested that the appropriate combination of
the five core job characteristics of skill variety, task identity, task
significance, autonomy, and feedback can facilitate organizations
to motivate and satisfy its employees.
Keywords: Job characteristics, skill variety, autonomy, work
motivation, job satisfaction,
The different tasks or ways specified to job that the employees
accomplish or execute affect the behaviors of employees at work place.
The work itself becomes a strong stimuli or external factor in determining
the course of actions of workers (Panzano & Baird, 2000). Every
workers requirements or anticipations basically make an increase in the
outcome of subjective contentment or distress, pressure, worry or any
biological dysfunction. The individuals working in organizations are
*Correspondence concerning this article should be addressed to Dr. Sarwat Sultan,
Chairperson, Department of Applied Psychology, Bahauddin Zakariya University,
Multan, Pakistan. Email: sarwatsultan@hotmail.com

14

SULTAN

always expected to perform their jobs in all aspects. The tasks performed
daily, weekly, monthly or yearly must need less or high range of
capabilities and expertise that are observed as difficult or significant
(Gibson, 1994).
The way in which the tasks or work is arranged greatly affects the
companys progress and the persons healthy development (Morgeson &
Campion, 2003). The planning or the outlining of tasks plays an
important role in companys systematic performance which results to
gain various consequences of individual contentment and proficiency.
One of the significant roles of every supervisor is to outline tasks
according to their subordinates capabilities that suit them best. Many of
the researchers who define or explain how to develop the task and job
outlining basically follow the model designed by Hackman and Oldham
(1976).
A large number of studies provided a solid proof that the manners in
which the tasks are layout play a significant role in work contentment of
employees and their performance (Bruce & Blackburn, 1992). Best
mapping of tasks must be achieved by considering many objectives in
ones consciousness. For example, work must be outlined according to
the interest of employees, which decreases their mental and bodily
burden, expands their productive competencies, and motivates them to
achieve organizational goals (Campion & Thayer, 1985).
The most effective approach to job design was demonstrated by
Hellriegel, Slocum, and Richard (1998) to describe different passage
related for constructing tasks. Such factors include: Job enlargement; the
duties that are carried out by the workers in the given task, Job rotation;
involves the exercising of workers by assigning different duties of an
organization but for a limited duration of time. The purpose of job
rotation is to reduce doldrums and apathy among workers, and to help
them gain information about innovative and neoteric chores which also
results in increasing their capabilities, Job engineering; for the person
handling devices and mechanical contrivance which increases the
proficiency of work, Goal setting; a procedure for encouraging workers
and helping them to be clear about their assigned responsibility, Sociotechnical Approach; a procedure of allocating duties to people who are
working together like a crew and helping them to adapt themselves
according to the problematic work of society and technical areas, Job
enrichment; occurs when the workers have more dependability for
recording, corresponding, balancing, and preparing of tasks.

WORK MOTIVATION AND JOB SATISFACTION

15

An important assumption about the planning of tasks or work duties

for employees was given by Herzberg and colleagues (Parker, Wall, &
Corderly, 2001). According to their point of view the best way for
encouraging employees is to define tasks which give them the best
chances of upgrading, identification, reliability, efficiency, promotion
and expansion. So for uplifting the job tasks the above factors must be
considered.
Hacknam and Oldham (1976) postulated a Job Characteristic Model
(JCM) in 1976 which described another job attributes archetype.
According to JCM, there are some constituents of job which create a
good or bad impact on the workers performance. According to Hackman
and Oldham (1976) there are basically five contents for judging
instantaneous job conditions. These contents are considered as a main
tool to enhance employees urge and their contentment towards their
work. Employees urging and contentment is basically described as a
manner or temperament of workers toward their duties which is
embedded in a number of external and internal factors related to the
people.
The five contents related to job attributes include: skill variety (the
abilities and proficiencies which are required to accomplish tasks); task
identity (the magnitude of a job that defines a complete and tangible
work); task significance (the factors of job that has a great impact on
individuals growth); autonomy (the factors of job that helps the
individual to accomplish their personal tasks and to do something for
their own self); and feedback (the factors of job that themselves help
the employees to know how they are performing in their tasks) (Sarata &
Jeppersen, 1997).
According to the JCM there are some basic attributes of a given job
that give rise to employees captious mental conditions which then
produce most of the employees and companies goals and related tasks
objectives. These five job contents also results in three captious mental
conditions: (a) knowledge about the importance of tasks and duties, (b)
information about the results related to tasks, and (c) gaining information
about the real outcomes of work circulation. All of these contents help to
increase the individual personal growth, specifically for those individuals
who have strong desire of up gradation, more intrinsic job satisfaction,
more contentedness and motivation towards their duties, and fewer
escapees and lower percentage of leaving an organization (Oldham,
1996).

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SULTAN

Based on the literature cited above, the main objective of the present
study was to examine the role of different job characteristics in
determining the employees work motivation and satisfaction with their
jobs. The study developed a set of testable hypotheses. It was
hypothesized that the jobs characterized by the five core dimensions will
be positively correlated with employees work motivation and job
satisfaction. It was assumed that the relationship between five core
dimensions of job and employees work motivation and job satisfaction
in relation to their gender will be significantly different. It was also
hypothesized that male and female employees work motivation and job
satisfaction were regressed differently upon the five job dimensions. This
study will facilitate the Supervisors, Managers and high profile
Professionals to understand and to develop deep insights into the
complexity of individuals motivation and satisfaction with their work.
Ultimately, this understanding will enable them to cultivate the
conducive-culture of work and productivity.
Method
Participants
The sample comprised of 366 employees (183 men and 183 women)
working in the different banks of Karachi. Their age range was between
28-50 years with mean age = 37.26 (SD = 11.75). Their academic
qualifications ranged from graduation to above post graduation.
Participants were more or less similar regarding their socioeconomic
class; middle class and cultural background; urban areas. To select the
sample, convenience sampling technique, a non-probability approach was
used.
Assessment Measures
Following instruments were used to collect the data. The relevance of
the instruments was checked by a sample of 20 educationists. They were
asked to examine all the items of each instrument carefully and rate
which of them were relevant to the Pakistani culture. Analysis of the
responses revealed that all the items were judged fairly relevant to the
Pakistani culture. All the instruments were then administered to a sample
of 50 employees to determine the reliability and validity of
questionnaires.
Job Diagnostic Survey Scale. (Hackman & Oldham, 1980) measures the
motivational potential of jobs consisting of 5 core job characteristics;

WORK MOTIVATION AND JOB SATISFACTION

17

skill variety, task identity, task significance, autonomy, and job feedback.
The scale consists of 15 items and the ultimate score of the scale is the
computation of all fifteen items which can fall between 1 and 105. The
scale is divided into two parts. Part I consisting of 5 items with 3-point
ratting scale measures response as very little, moderate and very much,
and are scored as 1 for very little, 4 for moderately and 7 for very much.
Part II consisting of 10 items with 3-point measures the response as very
inaccurate, uncertain and very accurate, and are scored as 1 for very
inaccurate, 4 for uncertain and 7 for very accurate. Part II has some items
negatively worded, and are scored reverse. The scores on each core job
characteristic; Skill variety (3, 6, 9), Task identity (2, 7, 12), Task
significance (4, 10, 15), Autonomy (1, 11, 14), and Job Feedback (5, 8,
13) were be sum to find out the total score. Split-half reliability of the
scale is 0.68.
Achievement Motivation Scale. (Murray, 1983) measures the need for
achievement consisting of three dimensions; work, mastery, and
competitiveness. It is a 5-point ratting scale wherein 5 = strongly agree, 4
= somewhat agree, 3 = neither agree nor disagree, 2 = somewhat
disagree, 1 = strongly disagree. In the present research, the work factor
containing 6 items was used to measure work motivation which
represents the need to work hard and to do an excellent job. A total
score is obtained by adding the scores on 6 items. Split-half reliability of
the scale is 0.66.
General Job Satisfaction Questionnaire. (Hackman & Oldham, 1975)
has 15 items with 5-point Likert Scale. The responses ranged from
strongly agree to strongly disagree. Two items 12 and 15 are reversed
scored. The maximum score on scale is 75 and the lowest is 15. An
overall internal reliability of original scale is 0.77, and Split-half
reliability of the scale is 0.61.
Procedure
The participants were informed about the objectives of the study and
then were given the instructions about how to fill the questionnaires. A
booklet containing the measures along with consent form and
demographic information sheet was given to each participant. They were
assured that all the information would be kept strictly confidential and
would be used for research purposes only. SPSS (Statistical Package for

18

SULTAN

Social Sciences) was used for analysis of the data collected from
participants.
Results
Since the objective of the study was to examine the relationship of
job characteristics with work motivation and job satisfaction of
employees working in banks, Pearson Product Correlation was computed
for both scales.
Table 1
Correlation Matrix among Job Characteristics, Work Motivation, and Job
Satisfaction (N = 366)
Job characteristics
Work Motivation
Job Satisfaction
Skill Variety
0.73**
0.64*
Task Identity
0.69*
0.61*
Task significance
0.66*
0.66*
Autonomy
0.74**
0.63*
Feedback
0.60*
0.60*
*p<0.05, **p<0.01

Table 1 indicates the relationship of five job characteristics with work

motivation and job satisfaction of employees. Job characteristics; skill
variety and autonomy are highly positively correlated with work
motivation. However, all five job characteristics are moderately
correlated with job satisfaction of employees.
Table 2
Correlation Matrix among Job Characteristics, Work Motivation and Job
Satisfaction for the Scores of Male (N = 183) and Female (N = 183) Employees
Job
Male Employees
Female Employees
characteristics
Work
Job
Work
Job
Motivation
Satisfaction Motivation
Satisfaction
Skill Variety
0.71**
0.67**
0.60*
0.66*
Task Identity
0.63*
0.67*
0.64*
0.67*
Task
0.51
0.44
0.68**
0.61*
significance
Autonomy
0.77**
0.72**
0.72**
0.68**
Feedback
0.66*
0.54*
0.59*
0.61*
*p<0.05, **p<0.01

WORK MOTIVATION AND JOB SATISFACTION

19

Table 2 indicates the relationship of five job characteristics with work

motivation and job satisfaction of male and female employees.
Correlation coefficients for male employees show that the job
characteristics of skill variety and autonomy are highly positively
correlated with work motivation and job satisfaction, though task
significance has also positive relationship but this relationship is not
significant.
It also indicates positive significant relationship of five job
characteristics with work motivation and job satisfaction of female
employees. Correlation coefficients show that the job characteristic of
autonomy is highly positively correlated with work motivation. All other
job dimensions are moderately positively correlated with work
motivation and job satisfaction among female employees.
Table 3
Regression Analysis Showing Impact of Skill Variety, Task Identity, Task
Significance, Autonomy, & Feedback on Work Motivation for the Scores of
Male Employees
Predictors
B
SE

t
p
(Constant)
3.90
1.09
1.97
.05
Skill Variety
.32
.04
.62
3.16
.001
Task Identity
.18
.02
.12
2.96
.05
Task Significance
.16
.03
.15
3.22
.001
Autonomy
.24
.03
.08
3.97
.001
Feedback
.12
.03
.07
1.98
.05
R2 = 0.64, Adjusted R2 = 0.73, [F (5, 361) = 72.85]

Table 3 shows the results of regression analysis for the impact of

skill variety, task identity, task significance, autonomy, & feedback on
work motivation for the scores of male employees. The analysis in
Table 3 shows a highly significant F value for the multiple regressions.
Results indicate that job characteristics as significant predictors,
explain 64% variance of work motivation. Results implied that work
motivation is highly regressed upon skill variety, task significance, and
autonomy among male employees.
Table 4 shows the results of regression analysis for the impact of
skill variety, task identity, task significance, autonomy, & feedback on
job satisfaction for the scores of male employees. The analysis in Table
4 shows a highly significant F value for the multiple regressions. Result
indicates that all job characteristics as significant predictors, explain

SULTAN

20

72% variance of job satisfaction but skill variety is highly significant

predictor of job satisfaction among male employees.
Table 4
Regression Analysis Showing Impact of Skill Variety, Task Identity,
Task Significance, Autonomy, & Feedback on Job Satisfaction for the
Scores of Male Employees
Predictors
(Constant)
Skill Variety
Task Identity
Task Significance
Autonomy
Feedback

B
4.21
.39
.27
.26
.21
.26

SE
1.09
.03
.02
.03
.03
.02

t
2.97
4.06
2.01
2.88
2.62
1.99

.59
.19
.15
.09
.08

p
.01
.001
.05
.01
.01
.04

R2 = 0.72, Adjusted R2 = 0.71, [F (5, 361) = 67.05]

Table 5
Regression Analysis Showing Impact of Skill Variety, Task Identity, Task
Significance, Autonomy, & Feedback on Work Motivation for the Scores of
Female Employees
Predictors

SE

(Constant)

3.21

2.01

Skill Variety
.39
.05
.53
Task Identity
.28
.04
.27
Task Significance
.23
.08
.20
Autonomy
.20
.04
.14
Feedback
.27
.05
.17
R2 = 0.77, Adjusted R2 = 0.69, [F (5, 361) = 64.06]

2.72

.01

4.02
3.61
3.63
1.34
2.08

.001
.002
.001
.31
.01

Table 5 shows the results of regression analysis for the impact of

skill variety, task identity, task significance, autonomy, and feedback
on work motivation for the scores of female employees. The analysis in
Table 5 shows a highly significant F value for the multiple regressions.
Results indicate that job characteristics as significant predictors,
explain 77% variance of work motivation. Skill variety, task identity,
and task significance are highly significant predictors of work
motivation.

WORK MOTIVATION AND JOB SATISFACTION

21

Table 6
Regression Analysis Showing Impact of Skill Variety, Task Identity, Task
Significance, Autonomy, & Feedback on Job Satisfaction for the Scores of
Female Employees
Predictors
B
SE

t
p
(Constant)
3.07
1.26
2.77
.05
Skill Variety
.32
.08
.37
2.94
.001
Task Identity
.20
.06
.18
1.99
.05
Task Significance
.20
.06
.10
Autonomy
.26
.06
.12
Feedback
.20
.04
.09
2
2
R = 0.57, Adjusted R = 0.54, [F (5, 361) = 37.85]

2.72
1.68
1.07

.001
.08
.17

Table 6 shows the results of regression analysis for the impact of

skill variety, task identity, task significance, autonomy, & feedback on
job satisfaction for the scores of female employees. The analysis in
Table 6 shows a significant F value for the multiple regressions. Result
indicates that job characteristics as significant predictors; explain 57%
variance of job satisfaction. Skill variety, task identity, and task
significance are the significant predictors of job satisfaction among
female employees.
Discussion
The conduct of the people in any organizations or companies depends
upon the manner of work. The type of the task or position is one of the
strong external factors that greatly affect a person course of action, work
motivation, and satisfaction. Every person requirements or anticipation
basically make an increase in the outcome of subjective contentment or
pressure, worry or any biological problems. The daily, weekly, monthly
or yearly, any amount of tasks must need less or high range of
capabilities and expertise which are observed as difficult or significant
(Gibson, 1994). So for the present study was planned to examine the
important job characteristics predicting work motivation and job
satisfaction.
To achieve this objective it was hypothesized that the job
characteristics will have a positive impact on work motivation and job
satisfaction of employees. The hypothesis postulated, keeping in view the
previous studies was accepted in the present study and was supported by
a study conducted by Mullica and Sneed (1989), that there is a positive
relationship between the job characteristics and job satisfaction. The

22

SULTAN

researchers found that the job satisfaction was more positively influenced
by a higher rating of one's job in the five job characteristics than by
employees demographic variables.
There may be many reasons functioning behind the acceptance of this
hypothesis. Employees with greater varieties of skills prefer teamwork. It
shows that the employees are completely involved in the whole process
of work from start to the end. This property indicates that the employees
exercising full freedom in their jobs experience have more autonomy,
report a higher desire to work and feel more satisfied at their work place.
These facts are in tune with the findings of Malone, Sharp, and
Walter (2001) who maintain that intrinsic Job satisfaction is directly
influenced by job design factors as well as by job performance.
Presumably, people who have jobs, which are characterized by high selfcontrol, great responsibility, and high levels of challenges, should report
high level of satisfaction in the autonomy and self-actualization need
areas. Also, indicates who hold this type of job are better performers
should report slightly higher satisfaction, but because performance leads
to feeling of accomplishment and growth and this in turn leads to higher
levels of satisfaction (Lawler, 1970)
Badawy (1997) also carried out a study with pediatric nurses to
examine the potential impact of job characteristics on their job
satisfaction. The results demonstrated regarding the five-job
characteristics (nature of work) the highest mean percentage score. The
study illustrates a positive strong correlation between job characteristics
and job satisfaction with variety, task identity, and feedback being the
statistically significant individual characteristics.
Job feedback, defined as the individual receiving information on how
well they are performing (Sims, Szilagyi, & Keller, 1976) is also another
significant predictor for motivation and satisfaction. The degree to which
carrying out the work activities required by the job results in the
employee obtaining direct and clear information about the effectiveness
of his or her performance.
The present study also examined the impact of job characteristics on
work motivation and job satisfaction in relation to male and female
employees separately. Though results illustrated the positive relationship
of five components of job; skill variety, task identity, task significance,
autonomy, and feed back with motivation to work and job contentment of
both male and female employees, while the male employees prefer the
components of skill variety and autonomy which motivate them for work,
and made them more satisfied with their jobs. And female employees

WORK MOTIVATION AND JOB SATISFACTION

23

find themselves more comfortable and motivated when they get their jobs
with task significance and autonomy of performing tasks.
Although not even a single study has been found in literature review
to support these findings in terms of male and female employees
motivation and satisfaction in relation to job characteristics, many studies
provided evidence without considering gender differences. One of these
studies conducted by Orphen (1984) found out that job satisfaction was
significantly correlated to skill variety, task significance, autonomy, and
feedback. Similar results were also obtained by Dubisky and Skinner
(1984) while examining the relationships among perceived job
characteristics, job satisfaction, motivation organizational commitment,
role perceptions, and job performance of retail salespeople. Their results
showed those job characteristics specially variety and task and task
identity significantly influenced overall job satisfaction. Loher, Noe,
Moeller, & Fitzerald (1985) using meta-analysis procedures, also
determined the relationship between job characteristics and job
satisfaction in 28 studies. Results indicated a moderate relation between
job characteristics and job satisfaction.
Another study by Figart, Mutari, and Power (2002) showed that
personality, gender, and job characteristics had strong, independent
associations with a multidimensional job satisfaction index. Caldwell and
OReilly (1982) also indicated that aspects of job satisfaction were
strongly related to perceived task characteristics. Study by Lambert
(1991) moderately supported the hypothesis that jobs that provide
workers with the opportunity to do a variety of task and to do work that
was personally meaningful, promoted job satisfaction, job involvement,
and intrinsic motivation. To conclude, it is signify to report that extensive
reviews of the literature on job design and characteristics demonstrated
that the five dimensions (Hackman & Oldham, 1976) consistently relate
positively to worker satisfaction and motivation (Brass, 1981).
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