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core dimensions 
which contribute to job 
satisfaction. 
(a) 
Skill variety
: the opportunity to exercise different skills and perform different operations 
(b) 
Task identity
: the integration of operations into a 'whole' tasks (or meaningful segments of the task) 
(c) 
Task significance
: the task is perceived to have a role, purpose, meaning and value 
(d) 
Autonomy
: the opportunity to exercise discretion or self-management (eg in areas such as target-
setting and work methods) 
(e) 
Feedback
: the availability of performance feedback, enabling the individual to assess their 
progress and the opportunity to 
give
feedback, be heard and influence results 
5.4 Feedback as a motivator 
Constructive performance 
feedback
is important in job satisfaction and motivation. 
There are two main types of feedback, both of which are valuable in enhancing performance and 
development. 
BPP Tutor Toolkit Copy

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PART D: LEADING AND MANAGING INDIVIDUALS AND TEAMS 
 
388
 
(a) 
Motivational feedback 
is used to reward and reinforce positive behaviour and performance by 
praising and encouraging the individual.
(b) 
Developmental feedback 
is given when a particular area of performance needs to be improved, 
helping the individual to identify what needs to be changed and how this might be done.
Constructive 
feedback is designed to widen options and encourage development. This does not mean 
giving only positive, motivational or 'encouraging' feedback about what a person has done: feedback 
about areas for improvement, given skilfully and sensitively, is in many ways more useful. It needs to be: 

Balanced with positives 

Specific 

Focused on behaviour/results – 
not
 
personalities 

Objective (felt to be fair) 

Supportive/co-operative, emphasising the resources available to help the person improve 

Selective (not tackling all shortcomings at once) 

Encouraging 
5.5 Participation as a motivator 
Participation
in decision-making (if genuine) can make people more committed to the task. 
People generally want more interesting work and to have a say in decision-making. These expectations 
are a basic part of the movement towards greater 
participation
at work. 
Participation can involve employees and make them feel committed to their task, given the following 
conditions (5 Cs). 
