<P> Job design (also referred to as work design or task design) is a core function of human resource management and it is related to the specification of contents, methods and relationship of jobs in order to satisfy technological and organizational requirements as well as the social and personal requirements of the job holder . Its principles are geared towards how the nature of a person's job affects their attitudes and behavior at work, particularly relating to characteristics such as skill variety and autonomy . The aim of a job design is to improve job satisfaction, to improve through - put, to improve quality and to reduce employee problems (e.g., grievances, absenteeism). </P> <P> The job characteristic theory proposed by Hackman & Oldham (1976) stated that work should be designed to have five core job characteristics, which engender three critical psychological states in individuals--experiencing meaning, feeling responsible for outcomes, and understanding the results of their efforts . In turn, these psychological states were proposed to enhance employees' intrinsic motivation, job satisfaction, quality of work and performance, while reducing turnover . </P> <Ol> <Li> Skill variety--This refers to the range of skills and activities necessary to complete the job . The more a person is required to use a wide variety of skills, the more satisfying the job is likely to be . </Li> <Li> Task identity--This dimension measures the degree to which the job requires completion of a whole and identifiable piece of work . Employees who are involved in an activity from start to finish are usually more satisfied . </Li> <Li> Task significance--This looks at the impact and influence of a job . Jobs are more satisfying if people believe that they make a difference, and are adding real value to colleagues, the organization, or the larger community . </Li> <Li> Autonomy--This describes the amount of individual choice and discretion involved in a job . More autonomy leads to more satisfaction . For instance, a job is likely to be more satisfying if people are involved in making decisions, instead of simply being told what to do . </Li> <Li> Feedback--This dimension measures the amount of information an employee receives about his or her performance, and the extent to which he or she can see the impact of the work . The more people are told about their performance, the more interested they will be in doing a good job . So, sharing production figures, customer satisfaction scores etc. can increase the feedback levels . </Li> </Ol>

Who conceived job design as an important instrument to motivate employees
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