JCM, VIE and Engagement in Predicting Federal Workers’ Performance
Tom Mitchell, University of Baltimore (tmitchell@ubalt.edu)
J. Peter Leeds, U. S. Merit Systems Protection Board
Kristi Grimes, University of Baltimore
ABSTRACT
METHOD
We compared the relative effectiveness of scores derived from the JCM (Job Characteristics
Model) and VIE (Expectancy) theories as predictors of performance ratings and merit awards and
the mediating role of employee engagement in federal employees (N=17,792). VIE was a stronger
predictor of performance and awards than JCM. Engagement fully mediated the relationship
between JCM and performance.
Participants
INTRODUCTION
Predictors
The federal government is under increasing pressure to reduce spending and increase efficiency.
Increasing employee engagement may help to address these challenges. In the public sector, the
U.S. Merit Systems Protection Board found that employee engagement enhanced organizational
effectiveness (Nierle et al. 2008). The Job Characteristics Model (JCM) (Hackman & Oldham 1975)
and VIE Expectancy (Vroom 1964) theories have found wide support in both the private and public
sectors (Fried & Ferris 1987; Lindner 1998; Van Eerde & Thierry 1996). A meta-analysis found that
the JCM job characteristics explained substantial variance in satisfaction, performance, and
organizational commitment (Humphrey et al. 2007).
We found no research comparing JCM and VIE theories directly using objective performance
outcomes. Therefore, we compared the JCM with VIE (Porter & Lawler’s 1968 revision) to determine
how well each predicted performance ratings (PR) and merit awards (MA) were received. We also
tested the role of employee engagement as a performance mediator for both JCM and VIE theory
constructs.
N = 42,020 federal employees (58% response rate) completed the 310-item 2010 Merit Principles Survey
(Leeds et al. 2013) with 5-point Likert scaling. Of these, 17,792 performance appraisal ratings and merit
awards data were available for analysis.
 MPL (JCM-Motivation Potential Level) (Leeds et al. 2013) Range1-125 with M = 3.89 (.25), α = .74).
Five items [(Skill Variety + Task Id + Task Sig) ÷ 3] × Autonomy × Feedback.
 MSF (VIE-Motivation Force Score) (Leeds et al. 2013) one score incorporates E, P, & V.
Outcome Measures
 ES (Engagement Score) (Nierle et al. 2008) 16 items (Hi score=more engaged) M = 3.82 (.27), α = .94
 PR (Performance Rating) Annual rating (5-point, unacceptable to outstanding) M = 4.02 (.78), N = 20,672.
 MA (Merit Awards) Number of monetary merit awards M = 0.88 (.55), N = 38,212
Figure 1. Model 1: Standardized Coefficients for the Full Model (*p < .01)
Hypotheses
For outcome variables Performance Ratings (PR) and Merit Awards (MA) we predicted:
JCM (The Job Characteristics Model) (Hackman and Oldham 1975)
• Jobs with Motivational Potential (MPL) have five characteristics:
Skill Variety, Task Identity, Task Significance, Autonomy, Feedback
• Focus is on intrinsic motivation
• Job characteristics are related to satisfaction, performance, and commitment
 Positive correlations with MPL (H1), MFS (H2), and ES (H3)
 Unique contributions for MPL, MFS, and ES (H4)
 Partial mediation of ES for MPL (H5a) and MFS (H5b)
VIE (Valence, Instrumentality, Expectancy) (Vroom 1964)
Findings
• Highly motivated performance on discretionary and non-discretionary behaviors (Bakker 2011)
• Organizational citizenship behaviors are an example of discretionary (Smith, Organ, & Near 1983)
• Motivated by more than external rewards (Bakker 2011)
• Evidence as a mediator for organizational antecedents and outcomes
• Fully mediates (Biswas & Bhatnagar 2013)
• Does not mediate (Putter 2010)
Hypothesis 4 was partially supported. Only VIE and Engagement contributed to total performance
effects (PR + MA) (Figure 1). Employees who value workplace rewards and believe these rewards are
contingent upon performance perform better. Job characteristics and engagement play only a
secondary role.
Engagement mediated the relation between JCM and performance (H5a) but not for the VIE-performance
relationship (H5b). That engagement was a mediator only for JCM seems reasonable given that workers
should be more engaged when jobs are intrinsically motivating.
Limitations
 Findings may only generalize to the public sector workforce
 MPL (JCM) construct was only an approximation to the Job Diagnostics Survey (JDS)
 VIE measure (MFS) may not be comparable to measures used in other studies
 ES is only one of many such measures used to assess engagement
 Because we could not establish temporal precedence there may be reciprocal causality
Table 1
Correlations Among Predictors and Outcomes
1
.74
.636**
3. ES (Engagement)
4. MA (Merit Awards)
.683**
5. PR (Perf Rating)
2
3
4
.059**
.708**
.084**
.94
.080**
-
.129**
.222**
.153**
.338**
Direct Effect Pre
Mediator = .23*
5
.97
Contributions
-
** P < .01 (2-tailed). Correlations Ns range from 17,792 and 38,642. Coefficient Alphas are in the diagonals.
 First study to compare JCM and VIE directly using objective performance outcomes in a large sample
 VIE (MFS) construct incorporates the concept of individual differences in Valence
 Additional support found for the important role of employee engagement
 Effective job design can enhance employee engagement
29th Annual Conference of The Society for Industrial & Organizational Psychology, Honolulu, Hawai`i (Oahu), May 2014
Performance
(PR & MA)
JCM
As predicted (Hypotheses 1 – 3) MPL, MFS, and ES were positively related to performance (PR)
and merit awards (MA) with stronger relations for appraisals than for awards (Table 1). The small
correlations may be due to the difficulty in conducting performance appraisals in the federal civil
service (Oh & Lewis 2013) and range restriction.
Engagement
.25*
.85*
RESULTS AND CONCLUSIONS
• Workers are motivated when they believe their efforts lead to performance (E > P)
• Performance leads to valued outcomes and rewards, i.e. Valences (P >V)
• Outcomes can be internal (e.g. meaningfulness of work), external (pay), or both
• Private sector workers value rewarding work and find it interesting and motivating
MEASURE
1. MPL (JCM)
2. MFS (VIE)
Engagement
(supported)
(partial support)
(a-supported; b-not supported)
Direct Effect Post
Mediator = .02 (NS)
Indirect Effect
Post Mediator = .21*
Figure 2: Model 2: SEM Mediation for JCM, Engagement, and Job Performance (*p <.01)
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