DEVELOPMENT AND TEST OF A TASK LEVEL MODEL OF MOTIVATIONAL JOB DESIGN

The motivational value of jobs was predicted from the motivational value of tasks, task interdependence, and task similarity. This model was tested on 67 jobs (188 incumbents); analysts provided task measures and incumbents provided job measures. Task design had positive relationships, task interdependence had inverted-U relationships, and task similarity had scattered negative relationships with motivational job design. Results suggest that, to design motivating jobs, the motivational value of tasks should be increased, as should task interdependence (up to a moderate point); low to moderate amounts of task similarity do not matter. Increasing similarity and interdependence beyond a moderate point may lead to overly focused and specialized jobs that are less motivating. Also, job design mediated relations between task design and affective outcomes, but task design and interdependence had unique effects on ability requirements.