Methoden vergleichen

	Job Characteristics Model	Psychological Empowerment Scale
Fachgebiet	Organisationsverhalten	Organisationsverhalten
Familie	Latent structure	Latent structure
Entstehungsjahr	1976	1995
Urheber	J. Richard Hackman & Greg R. Oldham	Gretchen M. Spreitzer; Kenneth W. Thomas & Betty A. Velthouse
Typ	Work-design measurement and motivation model	Multidimensional latent-construct measurement model
Wegweisende Quelle	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.	Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442-1465.
Aliasnamen	JCM, Job Diagnostic Survey, JDS, Motivating Potential Score	Spreitzer Empowerment Scale, Psychological Empowerment in the Workplace, Four-Dimensional Empowerment Measure, Workplace Psychological Empowerment
Verwandt	3	3
Zusammenfassung	The Job Characteristics Model (JCM) is the foundational theory of work design in organizational behavior, developed by J. Richard Hackman and Greg Oldham in the mid-1970s. It proposes that five core job dimensions — skill variety, task identity, task significance, autonomy, and feedback — generate three critical psychological states (experienced meaningfulness, experienced responsibility, and knowledge of results) that in turn drive internal work motivation, job satisfaction, and performance. The model is operationalized through the Job Diagnostic Survey (JDS) and summarized in a single Motivating Potential Score (MPS), with growth-need strength acting as a moderator that determines how strongly enriched jobs energize a given worker. The JCM gave job-redesign efforts a measurable, testable structure and remains the reference point for research on enriched work.	The Psychological Empowerment Scale is Gretchen Spreitzer's measure of empowerment as an internal motivational state, defined by four cognitions: meaning, competence, self-determination, and impact. It operationalizes the interpretive model of Thomas and Velthouse, who in 1990 recast empowerment not as a managerial act of delegating power but as intrinsic task motivation reflected in how workers experience their roles. Spreitzer's 1995 Academy of Management Journal paper developed and validated a multidimensional scale, using confirmatory factor analysis across two samples to show that the four dimensions combine into a higher-order empowerment construct. She then situated empowerment in a nomological network of antecedents and consequences, linking it to managerial effectiveness and innovative behavior. The scale gave the field a concise, validated instrument and established psychological empowerment as a measurable state distinct from structural or relational notions of empowerment.