The job characteristics model was projected in the 1970s by Richard Hackman and Greg Oldham to present a comprehensive and precise description of the consequences of job design involving motivation, job satisfaction, performance, and other vital features of organizational behavior. The job characteristics model concentrates on the aspect that makes jobs intrinsically motivating. Hackman and Oldham rationalize that when employees are intrinsically motivated, good performance makes them feel good. This feeling motivates them to persist to execute at a high level, so good presentation becomes self-reinforcing.
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Core Job Dimensions
Any job has five core dimensions that influence intrinsic motivation, according to the job
2) Critical psychological state, experienced responsibility for work outcomes, is the level to which workers sense they are individually accountable or responsible for their work performance. This psychological state stalks from the core dimension of autonomy.

3) Critical psychological state, information of outcome, is the extent to which workers know how well they execute their tasks on a constant base; it restricts from the core dimension of response.

A task with characteristics that let an employee to familiarize all three critical states gives inner rewards that maintain motivation. The remuneration to the worker involves high-quality performance, higher employee pleasure, and lower absenteeism and turnover as explained below.

Work and Personal Outcomes
Hackman and Oldham additionally suggested that the critical psychological states outcome in four key results for workers and their organizations: high intrinsic motivation, high job satisfaction, high job performance, and low absenteeism and turnover.

1) High intrinsic motivation - One of the main results of job design is intrinsic motivation. Workers experience the three critical psychological states and are intrinsically motivated when jobs are high on the five core dimensions. Workers take pleasure in performing a job for its own sake when intrinsic motivation is high. Good performance makes workers feel good, and this positive