Transcript Managing HRM, 2/e - The University of Utah

2 / HR
Managing Work Flows
and Conducting Job
Analysis
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Challenges
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Describe bureaucratic, flat, and boundaryless organizational
structures and the business environments in which each is
most appropriate.
List the factors influencing worker motivation that are under
managers’ control.
Conduct job analysis and prepare job descriptions and
specifications.
Apply flexible work designs to situations in which employees
have conflicts between work and family, or employers face
fluctuating demand for their products.
Develop policies and procedures to protect human resource
information system data so that employees’ privacy rights are
maintained.
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Organizational Structures
United States Army
General
Colonels
Majors
Captains and Lieutenants
Warrant Officers
Sergeants
Corporals
Privates
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Organizational Structures (cont.)
A Typical Law Firm
Chief Partner
Partners
Associates
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Organizational Structures (cont.)
Alliance of three companies that pool their resources
to produce a new product, such as a computer chip.
Company A
Company B
Company C
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Work Flow Analysis
The process of examining how
work creates or adds value to the
ongoing processes in a business.
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Business Process Reengineering
(BPR)
A fundamental rethinking and
radical redesign of business
processes to achieve dramatic
improvements in cost, quality,
service, and speed.
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Processing a Loan Application at IBM Credit
Corporation Before and After Business
Process Engineering
Work Flow Using Specialists
Customer
Service
Receptionist
Log in call
from sales
rep
Credit
Checker
Business
Practices
Specialist
Do credit
check on
customer
Modify std.
loan
covenant
based on
cust. req.
Pricer
Compute
interest
rate on loan
Administrator
To
Customer
Convert
information
into a quote
letter
Work Flow After Business Process Reengineering
Deal
Structurer
To
Customer
Use sophisticated computer program
to process entire loan application
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Tips on Managing Problem-Solving
Teams
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If the team is expected to implement new ideas, include
members from different levels of the organization.
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Monitor the team to ensure that the free exchange of ideas
and creativity is not stifled if managers and employees are on
the same team.
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Select members for their expertise and diverse perspectives
but also for their ability to compromise and solve problems
collaboratively.
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Allow the team enough time to complete its task.
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Coordinate with other managers to free up time for the
members.
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Motivation
That which energizes, directs, and
sustains human behavior. In HRM,
a person’s desire to do the best
possible job or to exert the
maximum effort to perform
assigned tasks.
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The Job Characteristics Theory of
Work Motivation
Core Job
Characteristics
Skill Varieties
Task Identity
Task Significance
Critical
Psychological States
Experienced Meaningfullness of the Work
Autonomy
Experienced Responsibility for Work
Outcomes
Feedback
Knowledge of Results
from Work Activities
Strength of Relationships
is Determined by Intensity
of Employee Growth Need
Personal and
Work Outcomes
High Internal
Work Motivation
High-Quality
Work Performance
High Satisfaction
With the Work
Low Turnover
and Absenteeism
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The Techniques of Job Analysis
Technique
1. Task
Inventory
Analysis
Employee
Group
Focused On
DataCollection
Method
Analysis
Results
Any —large
number of
workers
needed
Questionnaire
Rating of
tasks
Interview
Behavioral Behavioral incidents
descriprepresenting poor
tion
through excellent
performance
are generated for each
dimension of the job.
2. Critical
Any
Incident
Technique
Description
Tasks are rated by job
incumbent,* supervisor,
or job analyst. Ratings
may be characteristics
such as importance of
task and time spent
doing it.
* The term job incumbent refers to the person currently filling a particular job.
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The Techniques of Job Analysis (cont.)
Technique
3. Position
Analysis
Questionnaire (PAQ)
DataEmployee
Collection
Group
Focused On Method
Analysis
Results
Description
Any
Questionnaire
Rating of
194 job
elements
Elements are rated on six
scales (for example, extent
of use, importance to
job). Ratings are analyzed
by computer.
4. Functional Any
Job
Analysis
(FAQ)
Group
interview/
Questionnaire
Rating of
how job
incumbent
relates to
people,
data, and
things
Originally designed to
improve counseling and
placement of people
registered at local state
employment offices. Task
statements are generated
and then presented to job
incumbents to rate on such
dimensions as frequency
and importance.
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The Techniques of Job Analysis (cont.)
Technique
DataEmployee
Collection
Group
Focused On Method
Analysis
Results
Description
5. Methods
Analysis
(Motion
Study)
Any
Questionnaire
Rating of
194 job
elements
Elements are rated on six
scales (for example, extent
of use, importance to
job). Ratings are analyzed
by computer.
6. Guidelines
Oriented
Job
Analysis
Any
Interview
Skills and Job incumbents identify
knowledge duties as well as knowrequired
ledge, skills, physical
abilities, and other
characteristics needed
to perform the job.
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The Techniques of Job Analysis (cont.)
Technique
DataEmployee
Collection
Group
Focused On Method
7. Management
Position
Description
Questionnaire
(MPDQ)
Managerial
Questionnaire
8. Hay Plan
Managerial Interview
organization
Analysis
Results
Description
Checklist
of 197
items
Managers check items
descriptive of their
responsibilities.
Impact of
job on
organization
Managers are interviewed
regarding such issues as
their responsibilities and
accountabilities. Responses
are analyzed according to
four dimensions: objectives,
dimensions, nature and
scope, accountability.
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Task Inventory Analysis
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This technique is used to determine the
knowledge, skills, and abilities (KSAs)
needed to perform a job successfully.
The analysis involves three steps:
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Interview
Survey
Generation of a task by KSA matrix
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Critical Incident Technique
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The critical incident technique (CIT) is used
to develop behavioral descriptions of a job. In
CIT, supervisors and workers generate
behavioral incidents of job performance.
The technique involves the following four
steps:
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Generate dimensions
Generate incidents
Retranslate
Assign effectiveness values
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Guidelines for Conducting a Job
Analysis
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Determine the desired applications of the job
analysis.
Select the jobs to be analyzed.
Gather the job information.
Verify the accuracy of the job information.
Document the job analysis by writing a job
description.
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Job Description
A written document that identifies,
describes, and defines a job in
terms of its duties, responsibilities,
working conditions, and
specifications.
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Selected Human Resource Information
Systems Applications
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Applicant tracking
Basic employee information
Benefits administration
Bonus and incentive
management
Career development/
planning
Compensation budgeting
EEO/AA compliance
Employment history
Health and safety
Health insurance utilization
HR planning and forecasting
Job descriptions/analysis
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Job evaluation
Job posting
Labor relations planning
Payroll
Pension and retirement
Performance management
Short- and long-term
disabilities
Skills inventory
Succession planning
Time and attendance
Turnover analysis
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