<p>It exists today a widespread interest for employee satisfaction, much effort are used in companies to achieve job satisfaction within their employees. One theory that has received a great deal of publicity is Hackman & Oldhams Job characteristics model which addresses the </p><p>question of how companies can provide job satisfaction through organizational change. The foundation of the theory is that five core job characteristics are responsible for creating job satisfaction. The purpose of this paper is to study these characteristics through the employees and their boss and to determine how they believe these characteristics to affect employee satisfaction. The paper focuses on a company located in a branch widely known for low employee satisfaction. Through interviews with both employees and their boss certain </p><p>discrepancies has emerged. One of these discrepancies concern a job characteristic which in </p><p>the theory is acknowledged for having a big impact on employee satisfaction, however </p><p>employees rated this characteristic to be of very little importance for overall employee </p><p>satisfaction. Another discrepancy was found when the boss was to give his take on how to </p><p>create employee satisfaction. Both the theory and the employees rated one characteristic to be </p><p>of high importance for overall employee satisfaction, this view was not shared by the boss </p><p>which drastically downplayed the importance of that job characteristic on overall employee </p><p>satisfaction.</p>

It exists today a widespread interest for employee satisfaction, much effort are used in companies to achieve job satisfaction within their employees. One theory that has received a great deal of publicity is Hackman & Oldhams Job characteristics model which addresses the question of how companies can provide job satisfaction through organizational change. The foundation of the theory is that five core job characteristics are responsible for creating job satisfaction. The purpose of this paper is to study these characteristics through the employees and their boss and to determine how they believe these characteristics to affect employee satisfaction. The paper focuses on a company located in a branch widely known for low employee satisfaction. Through interviews with both employees and their boss certain discrepancies has emerged. One of these discrepancies concern a job characteristic which in the theory is acknowledged for having a big impact on employee satisfaction, however employees rated this characteristic to be of very little importance for overall employee satisfaction. Another discrepancy was found when the boss was to give his take on how to create employee satisfaction. Both the theory and the employees rated one characteristic to be of high importance for overall employee satisfaction, this view was not shared by the boss which drastically downplayed the importance of that job characteristic on overall employee satisfaction.

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Ledarskap är viktigt för att medarbetarna ska bli motiverade i arbetet. Inom bankbranschen har chefen höga krav på medarbetarna. Medarbetarna i bankbranschen är ofta högutbildade och det finns olika sätt att motivera dem. Medarbetarna kan motiveras med både inre och yttre motivationsfaktorer. Transformativt ledarskap är en ledarstil som motiverar medarbetarna att göra mer än vad som förväntas av dem. Den tidigare forskningen om transformativt ledarskap visar att det har en positiv betydelse för medarbetarnas motivation. Denna uppsats ämnar att undersöka: Vilken betydelse har ledarens transformativa ledarskapsbeteende för medarbetarnas inre och yttre motivation i bankbranschen? Studien syftar till att utveckla ett ramverk för att få förståelse för betydelsen av ledarens transformativa ledarskapsbeteende för medarbetarnas inre och yttre motivation i bankbranschen. I referensramen behandlas transformativt ledarskap, inre motivation utifrån Hackman och Oldhams motivationsteori och yttre motivation. Dessa komponenter bildar tillsammans ramverket. För att få förståelsen mellan transformativt ledarskap och inre och yttre motivation har en kvalitativ metod använts för insamling av empirin där en fallstudie gjordes på ett lokalt kontor hos en av storbankerna. Med utgångspunkt i den deduktiva metoden skapades frågor för att sedan kunna koppla samman transformativt ledarskap med inre och yttre motivation. Slutsatsen av studien visar att transformativt ledarskap har en betydelse för medarbetarnas inre och yttre motivationen i bankbranschen. Studien kommer även fram till att det mest betydelsefulla beteendet för medarbetarnas inre och yttre motivation är ta hänsyn till individen. Det minst betydelsefulla beteendet för medarbetarnas inre och yttre motivation var idealiserat inflytande. Studien visar även att stress har negativ påverkan på ledarskapet. / Leadership is important to get the employees motivated to work. In the banking industry the manager has high demands on the employees. Employees in the banking industry are often highly educated and there are different ways to motivate them. Employees can be motivated by both intrinsic and extrinsic motivational factors. Transformational leadership is a leadership style that motivates employees to do more than what is expected of them. The previous research about transformational leadership shows that it has a positive impact on employees motivation. This study aim to investigate: What meaning does a leaders transformational leadership behavior for the employees intrinsic and extrinsic motivation in the banking industry? The aim of this study is to develop a framework to understand the meaning of the leaders transformational leadership behavior for the employees intrinsic and extrinsic motivation in the banking industry. The theoretical reference frame involves transformational leadership, intrinsic motivation based on Hackman and Oldham job characteristics model and extrinsic motivation. In order to gain an understanding between transformational leadership and intrinsic and extrinsic motivation a qualitative method have been used to gather the empirical data. A case study was made on a local office at one of major banks in Sweden. With a deductive approach questions were created to be able to find the connection between transformational leadership and intrinsic and extrinsic motivation. The conclusion of the study shows that transformational leadership has a meaning for the employees intrinsic and extrinsic motivation in the banking industry. This study also find that individualized consideration has the most meaning for the employees intrinsic and extrinsic motivation. The behavior with least meaning for the employees intrinsic and extrinsic motivation was idealized influence. The study also show that stress has negative influence on the leadership.

This study examines the role experiential education, in the form of internships, plays in the professional development of Hospitality and Tourism Management students. Through an appraisal of the literature, it outlines the many benefits available to direct and indirect stakeholders through the facilitation of a structured, work based learning experience. In particular, it analyses the internship through an evaluation of job design by applying both Hackman and Oldham’s (1975a) Job Characteristics Model (JCM) and developing a proposed intern’s version of that model. The outcomes demonstrate that dimensions of the work undertaken do contribute significantly to an individual’s satisfaction and intrinsic motivation with the proposed intern’s model offering improved R2 coefficients, over the original JCM, by using different predictive variables. The study further sub-divides the sample by examining the findings by cohort and emphasis area. This affords the opportunity to identify specific recommendations on internship design that provides maximum utility to the student participant and the facilitators of the work experience. To this end, the results offer a series of recommended job dimensions for various service industry destinations including the need for increased task significance and feedback from agents for tourism students, opportunities for an autonomous work environment for event planners, exposure to a variety of skills for lodging professionals and feedback from the job for food and beverage students. By designing internships in this way, opportunities for enriched work are created for students at the case-study university. The study also examines the role classroom education plays in underpinning the internship experience and finds that while this assists students in observing many of the topics and theories discussed in a theoretical setting, the experiential component of the learning enhances their education through the development of new skills and competencies not previously taught. Overall, this study offers a unique contribution to the existing body of knowledge on experiential education and its impact on worker/job satisfaction and intrinsic motivation.

Hackman and Oldham's Job Characteristic Model was applied to study of perceptions community music school faculty hold towards their job. The research questions addressed core job characteristics of skill variety, task identity, task significance, autonomy, and feedback, critical psychological states (experienced meaningfulness, experienced responsibility, and knowledge of results); personal and work outcomes of satisfaction and motivation; need for professional growth. The results were compared to the national norms for nine different job families provided by Oldham, Hackman, and Stepina. Thirty-three schools, all members of the National Guild of Community Schools of the Arts, located in every geographical region of the United States, yielded 437 faculty responses (64% return rate). Of the core job characteristics, dealing with others and autonomy received the highest ratings; feedback and task significance received the lowest ratings. Of the psychological states, experienced responsibility yielded the highest rating and experienced meaningfulness yielded the lowest ratings. Of the personal/work outcomes, personal development and colleague relations received the highest ratings; pay satisfaction and overall general satisfaction received the lowest ratings. A comparison to the professional job family norms, using a one-sample ttest, found significant differences in 16 out of the 18 variables measured by the Job Characteristic Model. Strong positive feelings for growth combined with less than strong feelings for the core job dimensions yielded a low motivating potential score of 96.18.