Your manager has suggested that you redesign some of the projects on your team so that your employees are more motivated. You know from your understanding of the Job Characteristic Model that it is possible that not all employees are going to be equally motivated by this change. Based on the model, which employee is most likely to have improved motivation/performance when task identity is increased?

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The scenario asks which employee is most likely to show improved motivation and performance when task identity is increased, according to the Job Characteristics Model.
Option 1: Joe, who has low desire to grow professionally and personally. This suggests low growth need and limited motivation from enriching tasks; increasing task identity may not significantly boost his motivation because his personal development drive is already weak.
Option 2: They would all be equally motivated by this change in the job. The Job Characteristics Model posits that individual responses to job design are moderated by personal and contextual factors (like growth need, knowledge/skill, and experience). Therefore, it is unlikely that all employees respond identically to higher task identity, making this blanket assumption inaccurate.
Option 3: Mary, who complains about not getting paid enough. While pay concerns affect motivation, task identity specifically addresses the meaningfulness and completion of a whole task, not compensation. Her dissatisfaction about pay is a different motivator, so increasing task identity may not address that concern directly.
Option 4: Nia, who is really good at her job. This choice aligns with the Model’s idea that employees who already perform well and have the capability to take on more cohesive, complete tasks are more likely to experience enhanced motivation when task identity is increased. Her competence supports feeling that she can own a whole task, increasing intrinsic motivation and performance.
In summary, the reasoning points toward Nia as the most responsive to heightened task identity because her strong performance capability makes her more likely to derive increased meaning and satisfaction from owning identifiable, whole tasks. The other options present concerns—growth propensity, pay satisfaction, or uniform applicability—that reduce the likelihood that they would benefit as much from this specific job design change.

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