Módszerek összehasonlítása

	Job Characteristics Model	Job Crafting Scale
Tudományterület	Szervezeti magatartás	Szervezeti magatartás
Módszercsalád	Latent structure	Latent structure
Keletkezés éve	1976	2001
Megalkotó	J. Richard Hackman & Greg R. Oldham	Amy Wrzesniewski & Jane Dutton; Maria Tims, Arnold Bakker & Daantje Derks
Típus	Work-design measurement and motivation model	Proactive work-redesign measurement scale
Alapmű	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.	Wrzesniewski, A., & Dutton, J. E. (2001). Crafting a job: Revisioning employees as active crafters of their work. Academy of Management Review, 26(2), 179-201.
Alternatív nevek	JCM, Job Diagnostic Survey, JDS, Motivating Potential Score	JCS, Job Crafting Questionnaire, Tims-Bakker-Derks Job Crafting Scale, JD-R Job Crafting Measure
Kapcsolódó	3	3
Összefoglaló	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 Job Crafting Scale measures the proactive, self-initiated changes employees make to their own jobs, a construct introduced by Amy Wrzesniewski and Jane Dutton in 2001. Where classic work-design theory treated jobs as fixed structures handed down by managers, job crafting reframes employees as active agents who reshape the task, relational, and cognitive boundaries of their work to make it more meaningful and engaging. The most widely used psychometric instrument, the Job Crafting Scale of Maria Tims, Arnold Bakker, and Daantje Derks (2012), operationalizes crafting within the Job Demands-Resources framework as four behaviors: increasing structural resources, increasing social resources, increasing challenging demands, and decreasing hindering demands. The scale yields a validated, multidimensional self-report measure whose factor structure and reliability have been established across samples and languages. It has become the standard tool for studying how bottom-up job redesign relates to engagement, performance, and well-being.