What Is the Job Characteristics Model? Definition, Examples & Guide

In short: The job characteristics model identifies five core characteristics—skill variety, task identity, task significance, autonomy, and feedback—that may influence how meaningful and motivating a role feels.

Designed by organizational psychologists J. Richard Hackman and Greg Oldham in the 1970s, the job characteristics model offers a framework for thinking about work design. The American Psychological Association’s research on work motivation explores how job design affects employee engagement and satisfaction. Understanding these characteristics may help you consider ways to adjust roles in your organization.

What does the job characteristics model explain?

The job characteristics model proposes that certain features of work may affect how meaningful and motivating that work feels. The theory suggests that when roles include higher levels of these five characteristics, team members may experience greater satisfaction and engagement. Research has found correlations between these job features and outcomes like motivation and retention, though results can vary based on individual preferences and organizational context.

What are the five core characteristics?

1. Skill Variety

Skill variety refers to how many different skills and abilities a role requires. A restaurant manager who handles hiring, training, inventory, and customer service uses multiple skill sets. An assembly line worker repeating a single task uses fewer. Research suggests that using diverse skills may help keep work feeling interesting.

2. Task Identity

Task identity measures whether someone completes whole, identifiable pieces of work from start to finish. A carpenter who builds custom furniture from design through delivery sees the complete result. Someone who only installs door handles on vehicles may not see how their specific task contributes to the whole. Completing full projects may create a stronger sense of accomplishment.

3. Task Significance

Task significance reflects how much a job appears to impact others’ lives or work. A nurse directly affects patient health through daily tasks. When the impact on others seems unclear, the work may feel less meaningful. Understanding how work matters to others can contribute to a sense of purpose.

4. Autonomy

Autonomy describes the freedom to schedule work and choose how to complete it. A sales representative who sets their schedule and develops their own approach has high autonomy. A call center employee following strict scripts and seeking approval for deviations has less. Greater control over work methods may foster ownership and creative problem-solving.

5. Feedback

Feedback indicates how clearly work activities provide information about performance. A software developer who immediately sees whether code works and receives user input gets direct feedback. Someone who completes tasks but rarely learns whether they met quality standards gets less. Regular feedback may help people improve and understand their impact.

How do these characteristics affect motivation?

The job characteristics model suggests these five features work through three psychological states:

Experienced meaningfulness occurs when skill variety, task identity, and task significance are present—people may perceive their work as important and valuable.

Experienced responsibility develops when autonomy is high—people may feel personally accountable for outcomes.

Knowledge of results comes from feedback—people can understand how well they’re performing and what impact their work has.

The theory proposes that together, these states may contribute to internal motivation, potentially leading to higher satisfaction, improved performance, and lower turnover. However, individual differences and organizational factors also play significant roles in these outcomes.

How can you apply this model?

Increasing Skill Variety

Consider rotating assignments so team members work on different types of tasks periodically. Cross-training can help people develop diverse capabilities. Some organizations expand roles by adding new types of responsibilities that require different abilities.

Increasing Task Identity

When practical, assign complete projects rather than fragments. Reducing handoffs may help people see work through from start to finish. Making connections visible between specific tasks and broader outcomes can strengthen the sense of ownership.

Increasing Task Significance

Sharing stories about how work affects customers or communities may help clarify impact. Some organizations facilitate contact between team members and the people who benefit from their work. Explicitly linking daily tasks to organizational mission can reinforce purpose.

Increasing Autonomy

Where appropriate, consider giving team members authority over methods and priorities. Offering flexibility in scheduling or work approach can increase ownership. Creating space for people to propose improvements may encourage initiative, though operational needs may limit how much autonomy is feasible.

Increasing Feedback

Design processes so results are visible when possible. Regular check-ins provide opportunities to discuss performance. Making metrics accessible and understandable helps people track progress. Encouraging peer input can create additional feedback channels.

What are the model’s limitations?

Individual differences matter. Not everyone responds the same way to enriched roles. Research suggests people with strong growth needs may benefit most, while others may prefer more structured work.

Context is important. The model focuses on job design but doesn’t account for pay, benefits, leadership quality, or organizational culture—all of which also influence satisfaction and performance.

Implementation can be challenging. Operational requirements, safety regulations, or efficiency needs may limit how much roles can be redesigned. Increasing autonomy or task identity isn’t always practical.

Trade-offs exist. Enriching jobs may increase training costs or reduce efficiency through decreased specialization. Having many people work on complete projects independently can create coordination complexity.

How is the job characteristics model measured?

Hackman and Oldham developed the Job Diagnostic Survey (JDS), a questionnaire measuring each of the five characteristics. It calculates a Motivating Potential Score (MPS) using this formula:

MPS = [(Skill Variety + Task Identity + Task Significance) ÷ 3] × Autonomy × Feedback

Higher MPS scores suggest greater motivating potential, though actual outcomes depend on many factors. Organizations sometimes use this assessment to identify roles that might benefit from redesign.

Frequently Asked Questions

Can the job characteristics model apply to entry-level positions? Even routine jobs may incorporate elements like task identity, feedback, or choice in methods—though operational constraints often limit how much enrichment is practical.

What if operational needs conflict with job enrichment? Focus on the characteristics you can influence while maintaining necessary constraints for efficiency, safety, or quality control.

How quickly might changes to job design affect motivation? Individual responses vary—some people may respond quickly to increased autonomy or feedback, while others need more time to adjust.

Does this model apply to remote work? Remote work often naturally increases autonomy, though it may require intentional effort to maintain task significance and regular feedback.

Can jobs have too much of these characteristics? Potentially—too much skill variety can feel overwhelming, and excessive autonomy without support may create anxiety rather than motivation.

Is the job characteristics model still relevant today? While developed in the 1970s, the model continues to inform work design research, though newer theories address factors like technology, remote work, and gig employment.

Sources

• Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16(2), 250-279. https://doi.org/10.1016/0030-5073(76)90016-7
• Society for Human Resource Management (SHRM) – Job Design and Job Analysis
• American Psychological Association – Work Motivation

Key Takeaways

The job characteristics model offers a framework for thinking about work design. By considering skill variety, task identity, task significance, autonomy, and feedback, you may find opportunities to make roles feel more meaningful.

Not every job can score high on all five characteristics, and individual responses vary. However, thoughtfully applying these principles where operationally feasible may help improve satisfaction and potentially reduce turnover.

Considering Work Design Changes?

Whether you’re creating new positions or revising existing roles, the job characteristics model offers research-based guidance. Workforce management tools can support flexible scheduling, performance feedback, and greater autonomy where those approaches fit your operations.