College of Business and AccountancyHotel and Restaurant Management

GROUP REPORT IN HUMAN RESOURCE MANAGEMENT:

“THE ANALYSIS AND DESIGN OF WORK”

Submitted by:

Julius Jay EdillorAlphie Malig

Sean Michael Lumanta

Submitted to:

Ms. Liza Imperial

January 8, 2014

INTRODUCTION

Strategy Formulation is the process by which a company decides how it will compete in the marketplace; this is often the energizing and guiding force for everything it does. Strategy Implementation is the way the strategic plan gets carried out in activities of organizational members.

• WORK-FLOW ANALYSIS AND ORGANIZATION STRUCTURE

Work-flow design is the process of analyzing the tasks necessary for the production of a product or service, prior to allocating and assigning theses tasks to a particular job category or person.

Organization structure refers to the relatively stable and formal network of vertical and horizontal interconnections among jobs that constitute the organization.

Work flow design and Organization design structure have to be understood in the context of how an organization has decided to compete.

WORK-FLOW ANALYSISIn this section we present an approach for analyzing the work process of a department

as a means of examining jobs in the context of an organization.

ANALYZING WORK OUTPUTSAn output is the product of a work unit is often an identifiable thing such as completed

purchase order, an identifiable thing such as a completed purchase order, an employee test or a hot, juicy hamburger. However, an output can also be a service.

ANALYZING WORK PROCESSESOnce the outputs of the work unit have been identified, it is possible to examine the work

processes used to generate the output. The work processes are the activities that members of a work unit engage in to produce a given output.

ANALYZING WORK INPUTSRaw materials consist of the materials that will be converted into the work unit’s product.

Equipment refers to the technology and machinery necessary to transform the raw materials into the product. The final inputs in the work-flow process are the human skills and efforts necessary to perform the tasks.

ORGANIZATION STRUCTUREIt provides a cross-sectional overview of the static relationships between individuals and

units that create the outputs.

DIMENSIONS OF STRUCTURETwo of the most critical dimensions of organization structure are centralized and

departmentalization. Centralization refers to the degree to which decision-making authority resides at the top of the organizational charts as opposed to being distributed throughout lower levels (in which case authority is decentralized). Departmentalization refers to the degree to which work units are grouped based on functional similarity or similarity of work flow.

STRUCTURAL CONFIGURATIONSFunctional structure employs a functional departmentalization scheme with relatively

high levels of centralization.Divisional structure combines a divisional departmentalization scheme with relatively low

levels of centralization.

STRUCTURE AND NATURE OF JOBSJobs in functional structures need to be narrow and highly specialized. Workers in these

structures tend to have little decision-making authority or responsibility managing coordination between themselves and others.

• JOB ANALYSISThis refers to the process of getting detailed information about jobs. Job analysis has

deep historical roots.

THE IMPORTANCE OF JOB ANALYSISJob analysis is such an important activity to HR Managers that it has been called the

building block of everything that personnel does. This statement refers to the fact that almost every human resource management program requires some type of information that is gleaned from job analysis: selection, performance appraisal, training and development, job evaluation, career planning, work redesign and human resource planning.

Work Redesign - often a firm will seek to redesign to work to make it more efficient or effective.

Human Resource Planning - planners analyze an organization’s human resource needs in a dynamic environment and develop activities that enable a firm to adapt to change.

Selection - identifies the most qualified applicants for employment.

Training - Almost every employee hired by an organization will require training.

Performance Appraisal - deals with getting information about how well each employee is performing in order to reward those who are effective, improve the performance of those ineffective or provide a written justification for why the performer should be disciplined.

Career Planning - entails matching an individual’s skills and aspirations with opportunities that are or may become available in the organization.

Job Evaluation - The process of job evaluation involves assessing the relative dollar value of each job to the organization to set upn internally equitable pay structures.

THE IMPORTANCE OF JOB ANALYSIS TO LINE MANAGERSFirst, managers must have detailed information about all the jobs in their work group to

understand the work-flow process. Second, managers need to understand the job requirements to make intelligent hiring decisions. Third, a manager is responsible for ensuring that each individual is performing satisfactorily (or better). Finally, it is also managers responsibility to ensure that the work is being done safely, knowing where potential hazards might manifest themselves and creating a climate where people feel free to interrupt the production process if dangerous conditions exist.

JOB ANALYSIS INFORMATION

Nature of InformationTwo types of information are most useful in job analysis: Job Description is a list of the

tasks, duties, and responsibilities (TDRs) that a job actions. Job Specification is a list of knowledge, skills, abilities, and other characteristics (KSAOs) that an individual must have to perform the job.

Sources of Job Analysis InformationWhatever job analysis method you choose, the process of job analysis entails obtaining

information from people familiar with the job. We refer to these people as subject-matter experts because they’re experts in their knowledge of the job.

JOB ANALYSIS METHOD

Position Analysis Questionnaire (PAQ)- is a standardized job analysis questionnaire containing 194 items.

They are organized into 6 sections:1. Information input2. Mental processes3. Work output4. Relationships with other persons5. Job context6. Other characteristics

The Occupational Information Network (O*NET)The Dictionary of Occupational Titles (DOT) was born during the 1930s and served as

vehicle for helping the new public employment system link the demand for skills and the supply of skills in US workforce.

DYNAMIC ELEMENTS OF JOB ANALYSISJob tends to change and evolve over time. Those who occupy or manage the jobs often

make minor, cumulative adjustments to the job that tries to match either changing conditions in the environment or personal preferences.

• JOB DESIGNJob Design is the process of defining how work will be performed and the tasks that will

be required in a given job. Job Redesign refers to changing the tasks or the way work is performed in an existing job.

Research has identified four basic approaches that have been used among the various disciplines (such as psychology, management, engineering and ergonomics) that have dealt with job design issues.

MECHANISTIC APPROACH- It has roots in classical industrial engineering.- It’s focus of the mechanic approach is identifying the simplest way to structure work

that maximizes efficiency.

Scientific Management was one of the earliest and best-known statements of the mechanistic approach. According to this approach, productivity could be maximized by taking scientific approach to the process of designing job.

MOTIVATIONAL APPROACHHas roots in organizational psychology and management literature and, in many ways,

emerged as a reaction to mechanistic approaches to job design.A model of how job design affects employee reactions is the “Job Characteristics

Model”. Jobs can be described in terms of five characteristics:Skills variety, Task identity, Autonomy, Feedback and Task significance.

BIOLOGICAL APPROACHBiological Approach to job design comes primarily from the sciences of biomechanics,

work physiology and occupational medicine, and it is usually referred to as ergonomics. Ergonomics is concerned with examining the interface between individuals physiological characteristics and the physical work environment.

PERPETUAL-MOTOR APPROACHHas a root in human-factors literature. Whereas, the biological approach focuses on

physical capabilities and limitations, the perpetual-motor approach focuses on human mental capabilities and limitations.

TRADE-OFFS AMONG DIFFERENT APPROACHES TO JOB DESIGNA great deal of research has aimed at understanding the trade-offs and implications of

these different job design strategies. Many authors have called for redesigning jobs according to the motivational approach so that the work becomes more psychologically meaningful.