This title slide presents an employee engagement intervention targeting customer service representatives. The subtitle highlights its use of the Job Characteristics Model (JCM) for the PSYCH/658 course.

Employee Engagement Intervention: Customer Service Representatives

Using Job Characteristics Model (JCM) for PSYCH/658

Source: PSYCH/658

The Job Characteristics Model (JCM) identifies five core job dimensions: Skill Variety (diverse activities/skills), Task Identity (whole identifiable work), Task Significance (impact on others), Autonomy (freedom in methods/scheduling), and Feedback (clear performance info). It calculates the Motivating Potential Score (MPS) as [(SV + TI + TS)/3] × Autonomy × Feedback.

Overview of the Job Characteristics Model (JCM)

• Skill Variety: Requires diverse activities and skills.
• Task Identity: Involves completing whole, identifiable work.
• Task Significance: Impacts others' lives or work.
• Autonomy: Allows freedom in work methods and scheduling.
• Feedback: Provides clear information on performance effectiveness.
• MPS Formula: [(SV + TI + TS)/3] × Autonomy × Feedback

Source: Hackman & Oldham (1975); Parker & Wall (2020)

The CSR role demands handling 80-100 high-volume calls daily with scripted responses, metrics-driven quotas and KPIs, and heavy emotional labor. It suffers from high turnover (~30%, Gallup 2023) and low engagement levels.

The CSR Role Overview

• High-volume calls: 80-100 daily
• Scripted responses for consistency
• Metrics-driven: quotas and KPIs
• Heavy emotional labor demands
• High turnover: ~30% (Gallup, 2023)
• Low overall engagement levels

Source: PSYCH/658: Work Motivation and Job Attitudes

The "Current Task Variety" slide reports a low Task Variety Score of 2.5/7 on the Hackman & Oldham Scale. It also highlights 85% repetitive scripts from narrow call types and 68% of employees reporting boredom in surveys.

Current Task Variety

• 2.5/7: Task Variety Score

Hackman & Oldham Scale

• 85%: Repetitive Scripts

Narrow call types

• 68%: Report Boredom

From employee surveys Source: Hackman & Oldham (1975); Internal Surveys

The Current Task Identity slide reports a low Task Identity Score of 3/7 on the JCM scale (1-7). It highlights 68% of CSRs feeling no sense of completion from fragmented tasks and 45% with reduced meaning perception due to incomplete work cycles.

Current Task Identity

• 3/7: Task Identity Score

Low on JCM scale (1-7)

• 68%: No Sense of Completion

CSRs report fragmented tasks

• 45%: Reduced Meaning Perception

Linked to incomplete work cycles Source: Hackman & Oldham (1975); CSR Survey (2023)

The "Current Task Significance" slide reports a moderate score of 4/7, noting that tasks help customers. It also highlights that 62% of CSRs feel undervalued despite contributions, amid 1.5M annual interactions with cumulative impact.

Current Task Significance

• 4/7: Task Significance Score

Moderate: helps customers

• 62%: CSRs Feel Undervalued

Despite org contributions

• 1.5M: Annual Interactions

Isolated but cumulative impact Source: JCM Assessment (Hackman & Oldham, 1975); Internal CSR Survey (2023)

The "Current Autonomy" slide shows an Autonomy Score of 2/7, reflecting strict scripts and monitored calls. It highlights 95% of calls monitored with constant supervision and 80% scripted interactions with limited flexibility.

Current Autonomy

• 2/7: Autonomy Score

Strict scripts, monitored calls

• 95%: Calls Monitored

Constant supervision prevalent

• 80%: Scripted Interactions

Limited response flexibility Source: Job Characteristics Model Assessment

The slide "Current Feedback Mechanisms" shows an annual call volume of 1.2M, creating an overwhelming load, and 5K calls per CSR monthly, straining feedback capacity. It also reports a mediocre JCM Feedback Score of 3/7 as the primary quantitative mechanism.

Current Feedback Mechanisms

• 1.2M: Annual Call Volume

Overwhelming quantitative load

• 5K: Calls per CSR Monthly

Strains feedback capacity

• 3/7: JCM Feedback Score

Mediocre quantitative mechanism Source: Internal CSR Metrics (2023)

62% of customer service reps report weekly burnout symptoms like emotional exhaustion, driven by high demands that raise turnover and lower performance (Gallup, 2023). Low Job Characteristics Model Motivating Potential Score (MPS) strongly correlates with disengagement (r = -.52), worsened by weak task variety, autonomy, and feedback in high-pressure roles (Friedman, 2007).

Emotional Temperature & Motivation

Source: Gallup (2023); Friedman (2007); Hackman & Oldham (1976)

This slide serves as the section header for Section 10, titled "Intervention: Targeted Job Design." The subtitle describes redesigning CSR roles using JCM dimensions to achieve holistic motivation gains.

Intervention: Targeted Job Design

10

Intervention: Targeted Job Design

Redesigning CSR roles via JCM dimensions for holistic motivation gains

Source: PSYCH/658: Work Motivation and Job Attitudes

The slide outlines a phased workflow for Targeted Task & Feedback Adjustments, beginning with 4-week pilot testing on 10% of CSRs by Team Leads, followed by 2-week full staff training by HR & Supervisors. It continues with ongoing department rollout (Phase 1: 3 months) by Managers using monitoring dashboards, plus monthly evaluations and refinements by all stakeholders based on JCM metrics.

Targeted Task & Feedback Adjustments

{ "headers": [ "Step", "Description", "Owner", "Duration" ], "rows": [ [ "Pilot Testing", "Introduce cross-training, end-to-end cases, flex scripts, and enhanced feedback to 10% of CSRs; collect initial data", "Team Leads", "4 weeks" ], [ "Staff Training", "Full training on new tasks and tools for all CSRs; include feedback training", "HR & Supervisors", "2 weeks" ], [ "Department Rollout", "Implement across all teams with monitoring dashboards for feedback", "Managers", "Ongoing (Phase 1: 3 months)", "Full Evaluation & Adjust", "Analyze outcomes, gather CSR feedback, refine based on JCM metrics", "All Stakeholders", "Monthly reviews" ] ] }

Source: PSYCH/658: Work Motivation and Job Attitudes - Employee Engagement Intervention for Customer Service Representatives using the Job Characteristics Model (JCM)

The "Balanced Motivation Plan" slide features a grid of four elements blending intrinsic and extrinsic motivators. These include Training Programs (📚) for skill mastery, Mentorship Support (👥) for autonomy and growth, Recognition Rewards (🏆) for achievements, and Metrics Tracking (📊) for progress feedback.

Balanced Motivation Plan

{ "features": [ { "icon": "📚", "heading": "Training Programs", "description": "Builds skills for intrinsic motivation and mastery." }, { "icon": "👥", "heading": "Mentorship Support", "description": "Fosters growth, autonomy, and task identity." }, { "icon": "🏆", "heading": "Recognition Rewards", "description": "Delivers extrinsic incentives for achievements." }, { "icon": "📊", "heading": "Metrics Tracking", "description": "Provides feedback for sustainable progress." } ] }

Source: PSYCH/658: Work Motivation and Job Attitudes

The Ethics & Diversity slide promotes inclusive design for equitable engagement and eliminating bias in tasks and feedback mechanisms. It also stresses comprehensive DEI training for CSRs and full compliance with APA ethical guidelines.

Ethics & Diversity

• Adopt inclusive design for equitable engagement
• Eliminate bias in tasks and feedback mechanisms
• Deliver comprehensive DEI training to CSRs
• Comply with APA ethical guidelines throughout

Source: PSYCH/658: Work Motivation and Job Attitudes

The "Expected Outcomes" slide highlights key anticipated benefits. It projects a 20% increase in employee engagement, 15% reduction in staff turnover, higher Motivating Potential Score (MPS), and improved ROI with job satisfaction.

Expected Outcomes

• 20% increase in employee engagement
• 15% reduction in staff turnover
• Higher Motivating Potential Score (MPS)
• Improved ROI and job satisfaction

This slide features an APA-formatted references table with columns for Author(s), Year, Title, and Source. It lists six key studies on topics like job characteristics model (JCM), work motivation, engagement, and performance from 1976 to 2013.

References (APA)

{ "headers": [ "Author(s)", "Year", "Title", "Source" ], "rows": [ [ "Hackman & Oldham", "1976", "Motivation through work design", "Org. Behav. Hum. Perf." ], [ "Humphrey et al.", "2007", "Motivational potentials framework", "J. Appl. Psychol." ], [ "Fried & Ferris", "1987", "Job characteristics model validity", "Pers. Psychol." ], [ "Karatepe", "2013", "JCM in customer service", "Int. J. Contemp. Hosp. M." ], [ "Schaufeli", "2012", "Work engagement what", "Annu. Rev. Org. Psych." ], [ "Babakus et al.", "2009", "CSR burnout and performance", "J. Retailing" ] ] }

Source: Key Sources: Job Characteristics Model & CSR Engagement