Ch 4 Job Design

8/6/2019 Ch 4 Job Design

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Human Resources &Human Resources &

Operations ManagementOperations ManagementOperations Management

Operations Management

Lecture-10Lecture-10


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Human Resources and

Operations Management Natural and technology resourcesNatural and technology resources

depend on the industrydepend on the industry

Human resourcesHuman resources all companies have human resourcesall companies have human resources

SkilledSkilledhuman resourceshuman resources Make the difference between successfully competing or failingMake the difference between successfully competing or failing

Shift toward service sector Advances in information technology

Manufacturing work is more technically sophisticated


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Human Resources and Total

Quality Management Quality ManagementQuality Management

changed the view aboutchanged the view aboutemployees from replaceableemployees from replaceable

to valuable resourceto valuable resource More than half of DemingsMore than half of Demings

14 points for quality14 points for qualityimprovement relate toimprovement relate toemployeesemployees

Malcolm Baldrige NationalQuality Award winners have apervasive human resourcefocus

Employee training andeducation are recognized asnecessary long-term

investments Employees have power to

make decisions that willimprove quality and customerservice

Strategic goals for quality andcustomer satisfaction requireteamwork and groupparticipation


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Changing Nature of Human

Resources Management Scientific management

breaking down jobs into

elemental activities andsimplifying job design

Jobs comprise a set of tasks,

elements, and job motions(basic physical

movements) In a piece-rate wage

system, pay is based onoutput

Assembly-line productionmeshed with principles

of scientific management Advantages of task

specialization High output, low costs, and

minimal training

Disadvantages of taskspecialization boredom, lack of

motivation, and physicaland mental fatigue


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Employee MotivationEmployee Motivation

MotivationMotivationwillingness to work hard becausethat effort satisfies an employeeneed

Improving Motivationpositive reinforcement and feedbackeffective organization and disciplinefair treatment of peoplesatisfaction of employee needssetting of work-related goals

Improving Motivation(cont.)design of jobs to fit employee

work responsibilityempowermentrestructuring of jobs whennecessary

rewards based on company as

well as individual performanceachievement of company goals


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Evolution of Theories of

Employee Motivation

Self-actualization

EsteemSocial

Safety/Security

Physiological (financial)

Abraham MaslowsPyramid of Human

Needs

Douglas McGregorsTheory X and Theory Y

Theory X Employee Dislikes work Must be coerced Shirks responsibility Little ambition Security top motivator

Theory Y Employee

Work is natural Self-directed Controlled Accepts responsibility Makes good decisions

Frederick HerzbergsHygiene/Motivation

Theories

Hygiene Factors

Company policies Supervision Working conditions Interpersonal relations Salary, status, security

Motivation Factors Achievement Recognition Job interest Responsibility Growth Advancement


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Contemporary Trends in

Human Resources Management Job training

two of Demings 14 pointsrefer to employee

education and training Cross Training

an employee learns morethan one job

Job rotation

horizontal movementbetween two or more jobsaccording to a plan

Empowerment giving employees

authority to makedecisions

Teams group of employees work

on problems in their

immediate work area


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Contemporary Trends in Human

Resources Management (cont.) Job enrichmentJob enrichment

vertical allows employees control over

their work horizontal

an employee is assigned acomplete unit of work withdefined start and end

Flexible work schedules part of a daily work schedule

in which employees canchoose time of arrival anddeparture

Alternative workplace nontraditional work location

Telecommuting employees work

electronically from a locationthey choose

Temporary and part-time

employees mostly in fast-food and

restaurant chains, retailcompanies, package deliveryservices, and financial firms


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Employee Compensation

Types of pay hourly wage

the longer someone works, the more s/he is paid individual incentive or piece rate

employees are paid for the number of units they produceduring the workday

straight salary common form of payment for management

commissions usually applied to sales and salespeople


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Gainsharing an incentive plan joins employees

in a common effort to achievecompany goals in which theyshare in the gains

Profit sharing sets aside a portion of profits foremployees at years end

Employee Compensation (cont.)


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Affirmative Actions vs.Affirmative Actions vs.

Managing DiversityManaging Diversity Affirmative action

an outgrowth of laws andregulations

government initiated andmandated contains goals and timetables

designed to increase level ofparticipation by women andminorities to attain paritylevels in a companys

workforce not directly concerned with

increasing company successor increasing profits

Managing diversity process of creating a work

environment in which allemployees can contribute totheir full potential in order toachieve a companys goals

voluntary in nature, notmandated

seeks to improve internalcommunications andinterpersonal relationships,

resolve conflict, and increaseproduct quality, productivity,and efficiency


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Global Diversity Issues

Cultural, language, geography significant barriers to managing a globally

E-mails, faxes, Internet, phones, air travel make managing a global workforce possible but not

necessarily effective

How to deal with diversity? identify critical cultural elements learn informal rules of communication use a third party who is better able to bridge cultural gap become culturally aware and learn foreign language teach employees cultural norm of organization


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Attributes of Good Job DesignAttributes of Good Job Design

An appropriate degree ofrepetitiveness

An appropriate degree ofattention and mentalabsorption

Some employeeresponsibility fordecisions and discretion

Employee control overtheir own job

Goals and achievementfeedback

A perceived contributionto a useful product orservice

Opportunities forpersonal relationshipsand friendships

Some influence over theway work is carried outin groups

Use of skills


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Factors in Job DesignFactors in Job Design

Task analysisTask analysis how tasks fit together to form a jobhow tasks fit together to form a job

Worker analysisWorker analysis determining worker capabilities and responsibilities for adetermining worker capabilities and responsibilities for ajobjob

Environment analysisEnvironment analysis physical characteristics and location of a jobphysical characteristics and location of a job

ErgonomicsErgonomics fitting task to person in a work environmentfitting task to person in a work environment Technology and automationTechnology and automation

broadened scope of job designbroadened scope of job design


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Elements of Job Design:

Task Analysis Description of tasks to be performedDescription of tasks to be performed Task sequenceTask sequence

Function of tasksFunction of tasks Frequency of tasksFrequency of tasks Criticality of tasksCriticality of tasks Relationship with other jobs/tasksRelationship with other jobs/tasks Performance requirementsPerformance requirements

Information requirementsInformation requirements Control requirementsControl requirements Error possibilitiesError possibilities Tasks duration(s)Tasks duration(s) Equipment requirementsEquipment requirements


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Work Analysis

Capability requirementsPerformance requirementsEvaluationSkill levelJob training

Physical requirementsMental stress

Boredom Motivation Number of workers Level of responsibility Monitoring level

Quality responsibility Empowerment level


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Environmental Analysis

Workplace location Process location Temperature and humidity Lighting Ventilation Safety

Logistics Space requirements Noise Vibration


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Process Flowchart SymbolsProcess Flowchart Symbols

Operation:Operation:

An activity directly contributing to product or serviceAn activity directly contributing to product or service

Storage:Storage:Store of the product or serviceStore of the product or service

Inspection:Inspection:Examining the product or service for completeness,Examining the product or service for completeness,

irregularities, or qualityirregularities, or quality

Transportation:Transportation:Moving the product or service from one location to anotherMoving the product or service from one location to another

Delay:Delay:

Process having to waitProcess having to wait


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Process FlowchartProcess FlowchartDate: 9/11

Analyst: Calvin

Job: Copying Job

Page:

Desk operator fills out work order

Work order placed in waiting job box

Job picked up by operator and readJob carried to appropriate copy machine

Operator waits for machine to vacate

Operator loads paper

Operator sets machine

Operator performs and completes job

Job filed alphabetically in completed shelves

Job waits for pick up

Job moved by cashier for pick up

Cashier completes transaction

Operator inspects job for irregularities

Cashier packages job (bag, wrap, or box)

Process Description Process Symbols


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1

2

3

4

5

6

7

8

9

Key in customer data

on card

Feed data card in

Position customer for photo

Take picture

Inspect card & trim edges

Idle

Idle

Idle

Idle

Photo/card processed

Accept card

Begin photo process

2.6

0.4

1.0

0.6

3.4

1.2

Job Photo-Id Cards Date 10/14

Time Time

(min) Operator (min) Photo Machine

Worker-Worker-

MachineMachineChartChart


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Worker-Machine Chart: SummaryWorker-Machine Chart: Summary

Summary

Operator Time % Photo Machine Time %

Work 5.8 63 4.8 52

Idle 3.4 37 4.4 48

Total 9.2 min 100% 9.2 Min 100%


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General Guidelines forGeneral Guidelines for

Motion StudyMotion Study

Efficient Use Of Human BodyEfficient Use Of Human Body WorkWork

simplified, rhythmic and symmetricsimplified, rhythmic and symmetric Hand/arm motionsHand/arm motions

coordinated and simultaneouscoordinated and simultaneous Employ full extent of physical capabilitiesEmploy full extent of physical capabilities Conserve energyConserve energy

use machines, minimize distances, use momentumuse machines, minimize distances, use momentum TasksTasks

simple, minimal eye contact and muscular effort, nosimple, minimal eye contact and muscular effort, no

unnecessary motions, delays or idlenessunnecessary motions, delays or idleness


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General Guidelines For Motion StudyGeneral Guidelines For Motion Study

Efficient Arrangement of WorkplaceEfficient Arrangement of Workplace Tools, material, equipment - designated, easilyTools, material, equipment - designated, easily

accessible locationaccessible location Comfortable and healthy seating and work areaComfortable and healthy seating and work area

Efficient Use of EquipmentEfficient Use of Equipment Equipment and mechanized tools enhance workerEquipment and mechanized tools enhance worker

abilitiesabilities Use foot-operated equipment to relieve hand/armUse foot-operated equipment to relieve hand/arm

stressstress Construct and arrange equipment to fit worker useConstruct and arrange equipment to fit worker use


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Learning Curves

Illustratesimprovement rate of

workers as a job isrepeated

Processing time perunit decreases by a

constant percentageeach time outputdoubles

Units producedUnits produced

Pro

cessingtim

ep

er

unit

Pro

cessingtim

ep

er

unit


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Learning Curve EffectLearning Curve Effect

Contract to produce 36 computers.Contract to produce 36 computers.

tt11 = 18 hours, learning rate = 80%= 18 hours, learning rate = 80%

What is time for 9th, 18th, 36th units?What is time for 9th, 18th, 36th units?

tt99 = (18)(9)= (18)(9)ln(0.8)/ln2ln(0.8)/ln2 = (18)(9)= (18)(9)-0.322-0.322

= (18)/(9)= (18)/(9)0.3220.322

= (18)(0.493) = 8.874hrs= (18)(0.493) = 8.874hrstt1818 = (18)(18)= (18)(18)

ln(0.8)/ln2ln(0.8)/ln2 = (18)(0.394) = 7.092hrs= (18)(0.394) = 7.092hrs

tt3636 = (18)(36)= (18)(36)ln(0.8)/ln2ln(0.8)/ln2 = (18)(0.315) = 5.674hrs= (18)(0.315) = 5.674hrs


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Learning Curve for MassLearning Curve for Mass

Production JobProduction Job

StandardStandard

timetime

End of improvementEnd of improvement

Units producedUnits produced

Process

ing

time

perunit

Process

ing

timeperunit


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Learning Curves (cont.)Learning Curves (cont.)

Advantages planning labor

planning budget determining

schedulingrequirements

Limitations product modifications

negate learning curveeffect

improvement can derivefrom sources besideslearning

industry-derived learningcurve rates may beinappropriate

Ch 4 Job Design

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