2-1 Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall Managing Work Flow and...

2-1

Copyright ©2010 Pearson Education, Inc. publishing

as Prentice Hall

Managing Work Flow and

Conducting Job Analysis

Chapter 2

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Chapter 2 OverviewChapter 2 Overview

Work: Organizational perspective Work: Group perspectives Work: Individual perspectives Designing jobs Conducting job analyses Flexible work designs HR information systems

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Work: The Organizational Work: The Organizational PerspectivePerspective

Work Flow―the way work is organized To meet production and service goals

Organizational Structure―relationships in organization Both formal and informal Should be related to organization’s strategy

HR strategies should support both Organizational strategy and structure

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Designing the Organization:

Bureaucratic OrganizationFlat Organization

Boundaryless Organization

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Bureaucratic OrganizationBureaucratic Organization

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Flat OrganizationFlat Organization

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Boundaryless OrganizationBoundaryless Organization

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Work Flow Analysis: How work creates/adds value to org. Examine work as moves through production process

Often can combine/eliminate/simplify steps

Business process reengineering (BPR) Rethink whole process

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Work: The Group PerspectiveWork: The Group Perspective

Teams: Small number of people With complementary skills Work together

Vital in flat and boundaryless orgs.

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Work: The Group PerspectiveWork: The Group Perspective

Types of Teams: Self-Managed Team

Members usually cross-trained Problem-Solving Teams

Temporary teams comprised of volunteers Special-Purpose Teams (task force)

Examine complex issues Virtual Teams

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Work: The Individual Work: The Individual PerspectivePerspective

Motivation

That which energizes, sustains and directs human behavior

Mangers need to understand what motivates employees

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MotivationMotivation

Two-Factor Theory Motivators―responsibility, achievement . . . Hygiene factors―working conditions, pay . . .

Work Adjustment Theory Fit between employee needs and abilities

and the job Goal-Setting Theory

Clear, challenging, attainable Feedback very important

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Job Characteristics TheoryJob Characteristics Theory

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Job DesignJob Design

Organize work into tasks Should be based on:

Work-flow analysis Business strategy Organizational structure

Work Simplification Job Enlargement (horizontal loading) Job Rotation Job Enrichment (vertical loading) Team-Based Job Design

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Job AnalysisJob Analysis

Collect information about a job Identifies tasks, duties, and responsibilities

Performed by either HR or job incumbent Use observation, diaries, interviews or surveys For HR activities and to comply with government regulations In dynamic environments, better to focus on worker rather than on job characteristics

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Job DescriptionJob Description

Summary of job analysis Elements of a job description

Identification Information Job Summary Job Duties and Responsibilities Job Specifications (KSAs) Minimum Qualifications

Specific vs. General job description

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The Flexible WorkforceThe Flexible Workforce

Core Workers Contingent Workers

Temporary Employees Part-Time Employees Outsourcing/Subcontracting Contract Workers College Interns

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Emerging Trends: OutsourcingEmerging Trends: Outsourcing

Advantages

1. Provide better-quality people with most current skills

2. Cost savings with economies of scale

3. Preserve company culture

Disadvantages

1. Could lose control of important activities

2. May lose an opportunity to gain knowledge and information helpful to company processes

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Flexible Work SchedulesFlexible Work Schedules

Flexible Work Hours Core time Flex time

Compressed Workweeks Four 10-hr days or four 12-

hr days Telecommuting Mobile workplace

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HR Information Systems (HRIS)HR Information Systems (HRIS)

HRIS Applications

HRIS Security and Privacy

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HRIS ApplicationsHRIS Applications

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Summary and ConclusionsSummary and Conclusions

Strategy should determine structure Bureaucratic structure: best in stable environments

Flat and Boundaryless Structures: Better in dynamic environment More likely to use self-managed teams

Job design can effect motivation

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Summary and ConclusionsSummary and Conclusions

Job Analysis No single best technique Should be guided by purpose of analysis

The Flexible Workforce Help managers cope with dynamicism in

markets Human Resource Information Systems

Must protect data and privacy of employees

2-1 Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall Managing Work Flow and...

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