Transcript Diapositiva 1 - fabionoia.it

HUMAN RESOURCE
How do differing forms
of work organization
generate and reflect
tension, contradiction,
and change?
Edited by Fabio Emanuele Noia, Link Campus University of Malta, 2006
Chapter 4
Work and work organization
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
http://www.palgrave.com/business/brattonandgold/
Work
____________
Refers to physical
and mental activity
that is carried out at
a particular place
and time, according
to instructions, in
return for money.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Historical perspective
____________
Until 18th century pre-industrial
society
Then division of labor
At the turn of 20th century
scientific management
In the 60s work autonomy and
participation
In 90s flexibility and new
information technology-based
systems of organisation
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Perspectives on study of work to
search the links between
motivation, job satisfaction and
work design
________________
Sociological (broader structural
and contextual factors affecting
people’s experience of work,
gender, power, …)
Psychological (individual and
organisational behavior;
motivation, satisfaction, job
design, happiness, …)
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Job design
Adam Smith (1723-1790) –
Division of Labor
• Output per workers increases
because of enhanced dexterity
• Work preparation and
changeover time is reduced
• Specialization stimulates the
invention of new machineries
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Job design
Charles Babbage (19th
century)
By simplifying tasks
and allocating
fragmented tasks to
unskilled workers, the
employer could pay a
lower wage.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Job design
Karl Marx (1818-83)
New work patterns
consituted a form
of systematic
exploitation and
caused alienation
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Job design
F.W. Taylor (1856-1915)
H. Gannt (1861-1919)
F.B. Gilbreth (1868-1924) –
Scientific Management
Role of management is to
analyse scientifically all the
tasks to be undertaken and then
to design jobs to eliminate time
and motion waste. Five
principle: maximum job
fragmentation divorce of
planning and doing, divorce of
direct and indirect labour,
minimization of skill
requirements and job-learning
time, reduction of material
handling to a minimum.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Job design
H. Ford – Fordism
Perfected the flow-line principle
of assembly work.
Increased labor productivity,
standardization of commodities
to gain economies of scale, job
fragmentation, short task-cycle
time, interlinking system of
conveyor lines that feed
component to different work
stations
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Job design
Elto Mayo (1920s) – Human
Relations Movement
Shift attention to the perceived
needs of workers and
psychological and social
aspects of work.
In addition to control and
financial incentives,
recognition, climate, and social
cohesion are important.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Job design in the 70s
________________
Job enrichment (rotating,
enlarging, and
aggregating tasks)
Reorganisation of
assembly lines (postFordism)
Japanese style work
design (lean production)
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Job enrichment
________________
Job rotation = involves the
periodic shifting of a
worker from one worksimplified task to
another.
Job enlargement =
horizontal expansion of
tasksincrease time cycle
of work reducing
repetition and monotony.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Job enrichment
________________
Job enrichment = takes
some authority from the
supervisors and adds it
to the job, together with
planning and quality
control responsibility.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Job enrichment
________________
Job characteristic model
(Hackman and Odham, 1980).
5 core job characteristics
(skill variety, task identity,
task significance, autonomy,
feedback) result in the worker
experiencing 3 favorable
psychological states
(experienced meaningfulness
of the work, responsibility for
outcomes of the work,
knowledge of the results of
the work activities) which in
turn lead to positive
outcomes (high productivity,
quality, satisafction, low
absenteeism and turnover).
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Reorganizing assembly
lines
________________
The fundamental unit of structure is
no longer the individual but the
collaborative self-managing
team.
The flexible specialization model’s
features are: small-scale
production of a large variety of
goods, utilization of highly
skilled and autonomous workers,
use of process and information
technology, strong networks of
small producers that achieve
flexibility and efficiency through
collaboration.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Japanese-style work
design
________________
The Japanese production
model has 3 notable
elements: flexibility
(module, cellular
technology, CT), quality
control (TQC), and
minimum waste (JIT).
Japanisation = adoption of
Japanese style
management techniques in
Western organizations.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Knowledge work
________________
Locus of work in groups and projects
Focus of work on customers, problems, issues
Rapid skill obsolescence
Specialized and deep skill sets with diffuse
peripheral focuses
Lenghty activity cycles from a business
perspective
Process measures based on process
effectiveness
Employees’ loyalty to professions, networks
and peers
A few major contribution of strategic
importance on company success.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Post-bureaucratic design
________________
Information age
Deleyered management
structures
Decision making pushed
down to the front line
Losing shape, blurring
Flat, flexible and
empowered
organisational form
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Post-bureaucratic design
________________
Heckscher’s (1994) ideal-type
of post-bureaucratic
design:
1.
Organisational dialogue,
persuasion and trust
2. Information-sharing
3. Behaviour based on
principles
4. Communication based
on problem-solving
5. Peer evaluation
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Business process reengineering
________________
A radical change of
business processes by
applying IT to integrate
tasks.
Hammer-Champy, 1996
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Job Design & Human
Resource
________________
Job and organizational
design is related closely to
all HR activities, including
recruitment and selection,
learning and development,
rewards and employee
relations.
Impact of Job redisign on
Commitment, Competence,
Cost-effectiveness, and
Congruence.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Job Design Paradox
________________
Division
VS
Integration
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Assignment
___________
Visit
www.workteams.unt.edu
and
__________
Explain the
stereotypical teambased organisation
as you picture it
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003