Chapter 4 Powerpoints
Download
Report
Transcript Chapter 4 Powerpoints
Human Resource Management:
Gaining a Competitive Advantage
Chapter 04
The Analysis and Design of
Work
McGraw-Hill/Irwin
Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
Learning Objectives
1. Analyze an organization’s structure and work flow process,
identifying output, activities and inputs in production of a product or
service.
2. Understand importance of job analysis in strategic HRM.
3. Choose the right job analysis technique for a variety of HR
activities.
4. Identify tasks performed and skills required in a given job.
5. Understand different approaches to job design.
6. Comprehend trade-offs among various approaches to designing
jobs.
4-2
Work-flow Design
Work-flow design- process of analyzing
tasks necessary for production of a product or
service, prior to assigning tasks to a particular
job category or person.
Organization structure - relatively stable and
formal network of vertical and horizontal
interconnections among jobs that constitute
the organization.
4-3
Work-flow Analysis
Work-flow analysis is useful in providing a
means for managers to understand all tasks
required to produce a high-quality product and
the skills necessary to perform those tasks.
Work-flow analysis includes analyzing:
work outputs
work processes
work inputs
4-4
Developing a Work-Unit Activity Analysis
U
4-5
Lean Production vs Batch Work Methods
Lean Production is processes that emphasize
manufacturing goods with minimum amount of
time, materials, money and people to leverage
technology and flexible, well-trained and skilled
personnel to produce more custom products for
less.
Batch Work Methods use large groups of low
skilled employees to churn out long runs of
identical mass products stored in inventories for
later sale.
4-6
Organization Structure
Organization structure provides a crosssectional overview of the static relationship
between individuals and units that create
outputs.
Two dimensions of structure are:
1. Centralization
2. Departmentalization
4-7
McGraw-Hill/Irwin
©2012 The McGraw-Hill Companies, All Rights Reserved
McGraw-Hill/Irwin
©2012 The McGraw-Hill Companies, All Rights Reserved
Structural Configuration
4-10
Importance of Job Analysis to HR Managers
Work Redesign
Performance Appraisal
HR Planning
Training &
Development
Selection
Career Planning
Job Evaluation
Job Analysis
Job Analysis
4-11
Job Analysis Information
4-12
Sample Job Description
Job Title: Maintenance Mechanic
General Job Description: General maintenance and
repair of all equipment used in operations of a particular
district. Includes servicing company used vehicles, shop
equipment and machinery used on job sites.
1. Essential duty (40%) Maintenance of Equipment
2. Essential duty (40%) Repair of Equipment
3. Essential duty (10%) Testing and Approval
4. Essential duty (10%) Maintain Stock
Nonessential functions: Other duties assigned
4-13
Job Analysis Methods
(FJAS)
4-14
PAQ’s 6 Sections
Information Input – how
and where information
comes from
Relationships – how the
individual interacts with
other persons to perform
the job
Mental Processes –
reasoning, decision
making, planning &
information processing
Work Output – physical
activities, tools &
devices used
Job Context – physical
and social
Other Characteristics
4-15
PAQ Rating
Once an item is found to apply to a position, that
item is rated against other items using six scales:
1.
2.
3.
4.
5.
6.
Extent of use,
Amount of time,
Importance to the job,
Possibility of occurrence,
Applicability, and
Special code (applicable to that item)
McGraw-Hill/Irwin
©2012 The McGraw-Hill Companies, All Rights Reserved
Position Analysis
Questionnaire Dimensions
Decision/communication/general responsibilities
Clerical/related activities
Technical/related activities
Service/related activities
Regular day schedule versus other work schedules
Routine/repetitive work activities
Environmental awareness
General physical activities
Supervising/coordinating other personnel
Public/customer/related contact activities
Unpleasant/hazardous/demanding environment
Non-typical work schedules
4-17
Job Design and Job Redesign
4-18
Four Approaches Used in Job Design
4-19
Mechanistic Approach
Specialization
Skill Variety
Work Methods Autonomy
4-20
Motivational Approach
Decision-making autonomy
Task significance
Interdependence
4-21
Job Characteristics Model
A model of how job design affects employee reaction
4-22
Job Design Using the Motivational Approach
Jobs designed using this approach tend to focus on
the meaningfulness of the job:
1. Job Enlargement – broadens the types of tasks
performed in the job
2. Job Enrichment – adds more decision making
authority to the job
3. Self Managing Teams – work performed without
specific guidance from management
McGraw-Hill/Irwin
©2012 The McGraw-Hill Companies, All Rights Reserved
Biological Approach
Physical demands
Ergonomics
Work conditions
4-24
Perceptual-Motor Approach
Job complexity
Information processing
Equipment use
4-25
The Importance of Job
Analysis to Line Managers
1. Managers must have detailed information
about all the jobs in their work group to
understand work-flow process.
2. Managers need to understand job
requirements to make intelligent hiring
decisions.
3. Managers must clearly understand tasks
required in every job.
4-26
Trade-Offs Among Job Design Approaches
4-27
Summary
Job analysis and design is a key component for a
competitive advantage and strategy.
Managers need to understand the entire work-flow
process to ensure efficiency and effectiveness and
have clear, detailed job information.
Managers can redesign jobs so the work unit is able to
achieve its goals while individuals benefit from
motivation, satisfaction, safety, health and achievement.
4-28