JOB DIAGNOSTIC SURVEY - A QUIK JOB

SATISFACTION ANALYSIS
Number of questions:: 15
Type of questions:: multiple choice
Minimum Score:: Waived
Time allowed:: Waived
All questions must be answered.

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A QUIK SURVEY
ANSWER THE QUESTIONS
WITH THE BEST CHOICE
This survey s based on the classic Job Diagnostic Survey
for Job Satisfaction by J.R. Hackman and G.R. Oldham
Please try and answer each question quickly and
spontaneously without putting in too much thought.
The information provided may not be as full as you
would like but please try to answer the questions as best
you can.
Try to be as truthful and accurate as you can, based on
your experience. Don't select a response just because it
seems to be the right thing to say. Do your best to judge
your current job situation honestly. The closer your
answers are to your true appraisial of these dimensions,
the more useful and accurate your results will be.
Please describe your present job as objectively as you
can.
Click the description that best reflects your evaluation of
the job.

and then "submit to process survey"

__ Enter Your Name (optional):

__ Enter Your E-mail Address (required):

__ Job Occupation (required):

__ Have You ever taken a Job Diagnostic Survey before? (Required):

__ In what type of food service operation are you in now? (Required):

IS YOUR CURRENT JOB/EMPLOYMENT/WORK PROVIDING YOU

SATISFACTION?

Job satisfaction is an emotional reaction to an employee's work situation. This can be defined as
an overall impression about one's job in terms of specific aspects of the job (e.g., compensation,
autonomy, colleagues) and it can be connected with specific results, such as productivity. Job
satisfaction is crucial to the pursuit of happiness and well-being.
Herzberg (1959; 1966) developed two-factor theory of job satisfaction: "motivation" and
"hygiene". According to Herzberg's theory, if handled properly, hygiene issues cannot motivate
workers but can minimize dissatisfaction. Hygiene factors include company policies,
supervision, salary, interpersonal relations and working conditions. They are variables related to
the worker's environment.
By contrast, a worker's job satisfaction is influenced by factors associated with the work itself
or by outcomes directly derived from it such as the nature of their jobs, achievement in the
work, promotion opportunities, and chances for personal growth and recognition. Because such
factors were associated with high levels of job satisfaction, Herzberg, a major researcher,
referred to them as "motivation factors".
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From Hackman, J.R. and Oldham, G.R. 1976. Motivation Through the Design of Work:Test
of Theory. Organizational Behaviour and Human Performance ::
Hackman and Oldham (1975) proposed five "core" dimensions for evaluating the immediate
work environment constituting the Job Diagnostic Survey JDS. These core dimensions turned
out to be associated significantly with job satisfaction and a high sense of workers' motivation.
That is, the work environment source consisted of five dimensions, namely those of skill
variety, task identity, ask significance, autonomy and feedback.
Hackman and Oldham's model proposes that attention to five job design characteristics (skill
variety, task identity, task significance, autonomy and feedback) produce three critical
psychological states (experienced meaningfulness of the work, experienced responsibility for
outcomes of the work, and knowledge of the actual results of the work activities) which
increase the likelihood of positive personal and work outcomes, especially from employees
with a high growth-need strength, including: high internal work motivation, high quality
performance, high satisfaction with the work, and low absenteeism and turnover.
The most important characteristic that receives huge attention in Hackman and Oldham's study
is the meaningfulness of the work that means to what extent the individual perceives the work
as significant and important. Job meaningfulness can be defined as the product of three
dimensions: skill variety (activities that challenge skills and abilities); task identity (the extent
to which the job requires completion of a "whole", identifiable peace of work); task
significance (how substantially the job has impacts on other people's lives.
Feedback to staff, the final characteristic of Hackman and Oldham's Job Characteristics Model,
has been greatly improved at many hospitality institutions but is often lacking in many of the
smaller food service only organizations like clubs and restaurants. The value of this
characteristic should not be discarded as simple steps like weekly, monthly and yearly sales,
covers, earnings results summaries have great universal employee appeal. Another simple
feedback tool is the establishment of an annual award to the employee or unit of the year. In
addition, letters received from customers can be copied and circulated to the team responsible
for service delivery.
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HACKMAN & OLDHAM'S FIVE DIMENSIONS OF MOTIVATING POTENTIAL ::

Hackman and Oldham (1975) broke "The job itself" into five dimensions. They say that any
given job can be analyzed, utilizing these five dimensions for its motivating potential. The job
can then be redesigned to eliminate what is bothering the workers. Listed below are the five
dimensions of motivating potential:

Skill variety
- Doing different things; using different valued skills, abilities, and talents.
- The degree to which a job requires a variety of challenging skills and abilities.

Task identity
- Doing a complete job from beginning to end, the whole job rather than bits and pieces.
- The degree to which a job requires completion of a whole and identifiable piece of work.

Task significance
- The degree of meaningful impact the job has on others; the importance of the job.
- The degree to which the job has a perceivable impact on the lives of others, either within the
organization or the world at large.

Autonomy
- Freedom to do the work as one sees fit; discretion in scheduling, decision-making, and
means for accomplishing a job.
- The degree to which the job gives the worker freedom and independence in scheduling work
and determining how the work will be carried out.
Feedback
- Clear and direct information about job outcomes or performance.
- The degree to which the worker gets information about the effectiveness of his or her
efforts, either directly from the work itself or from others.
ADDITIONALLY
Motivation Potential Score (MPS)
- Motivation Potential Score (MPS), is the SUMMARY of Hackman and Oldham's Job
Characteristics Model. MPS measures the overall motivating potential of a job, or JOB
SATISFACTION. MPS identifies the dimensions most in need of redesign.
- It is calculated by taking the AVERAGE of skill variety plus task identit plus task
significance and then multiplying that AVERAGE by autonomy and feedback. another way to
express it is: MPS = Meaningfulness of work X autonomy X feedback.
Please read the disclaimer I must post.

1. My job provides a lot of variety

Strongly Disagree

Disagree

Slightly Disagree

Undecided

Slightly Agree

Agree

Strongly Agree
2. My job allows me the opportunity to complete the work I start.

Strongly Disagree

Disagree

Slightly Disagree

Undecided

Slightly Agree
 Agree

Strongly Agree
3. My job is one that may affect a lot of other people by how well the work is
performed.

Strongly Disagree

Disagree

Slightly Disagree

Undecided

Slightly Agree

Agree

Strongly Agree
4. My job lets me be left on my own to do my own work.

Strongly Disagree

Disagree

Slightly Disagree

Undecided

Slightly Agree

Agree

Strongly Agree
5. My job by itself provides feedback on how well I am performing as I am
working.

Strongly Disagree

Disagree
 Slightly Disagree

Undecided

Slightly Agree

Agree

Strongly Agree
6. While perfoming my job I get the opportunity to work on many interesting
projects.

Strongly Disagree

Disagree

Slightly Disagree

Undecided

Slightly Agree

Agree

Strongly Agree
7. My job is arranged so that I have a chance and the ability to talk with
customers/clients/end users.

Strongly Disagree

Disagree

Slightly Disagree

Undecided

Slightly Agree

Agree

Strongly Agree
8. My job has the ability to influence decisions that significantly affect the
organization.

Strongly Disagree

Disagree

Slightly Disagree

Undecided

Slightly Agree

Agree

Strongly Agree
9. My job provides me the opportunity of self-directed flexibility of work hours.

Strongly Disagree

Disagree

Slightly Disagree

Undecided

Slightly Agree

Agree

Strongly Agree
10. My job provides me with the opportunity to both communicate with my
supervisor and to receive recognition from them as well.

Strongly Disagree

Disagree

Slightly Disagree

Undecided
 Slightly Agree

Agree

Strongly Agree
11. My job gives me the opportunity to use many new technologies.

Strongly Disagree

Disagree

Slightly Disagree

Undecided

Slightly Agree

Agree

Strongly Agree
12. My job is arranged so that I have an understanding of how it relates to the
business mission.

Strongly Disagree

Disagree

Slightly Disagree

Undecided

Slightly Agree

Agree

Strongly Agree
13. My job influences day-to-day company success.

Strongly Disagree

Disagree
 Slightly Disagree

Undecided

Slightly Agree

Agree

Strongly Agree
14. I am able to act independently of my supervisor in performing my job
function.

Strongly Disagree

Disagree

Slightly Disagree

Undecided

Slightly Agree

Agree

Strongly Agree
15. I receive feedback from my co-workers about my performance on the job.

Strongly Disagree

Disagree

Slightly Disagree

Undecided

Slightly Agree

Agree

Strongly Agree