手法を比較

	Team Mental Models	Job Characteristics Model
分野	組織行動論	組織行動論
系統	Process / pipeline	Latent structure
提唱年	2000	1976
提唱者	Janis Cannon-Bowers & Eduardo Salas; John Mathieu et al.; Leslie DeChurch & Jessica Mesmer-Magnus	J. Richard Hackman & Greg R. Oldham
種類	Team-cognition elicitation and scoring pipeline	Work-design measurement and motivation model
原典	Mathieu, J. E., Heffner, T. S., Goodwin, G. F., Salas, E., & Cannon-Bowers, J. A. (2000). The influence of shared mental models on team process and performance. Journal of Applied Psychology, 85(2), 273-283.	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.
別名	Shared Mental Models, TMM, SMM, Team Cognition Measurement	JCM, Job Diagnostic Survey, JDS, Motivating Potential Score
関連	3	3
概要	Team mental models are the shared, organized knowledge structures that allow team members to coordinate without constant explicit communication. The concept was articulated by Janis Cannon-Bowers, Eduardo Salas, and Charles Converse in 1993, who proposed that effective teams hold compatible representations of both the task they perform and the way they work together. Measuring these representations is a distinctive methodological challenge: Mathieu, Heffner, Goodwin, Salas, and Cannon-Bowers' 2000 study showed how to elicit each member's mental model, represent it as a network of concept relations, and quantify how shared and how accurate those models are, then linked sharedness to team process and performance. DeChurch and Mesmer-Magnus' 2010 meta-analysis consolidated the evidence that team cognition robustly predicts team effectiveness. The approach forms a pipeline from elicitation through network representation to convergence scoring and outcome prediction.	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.