Human Redesign of Work Systems

7/25/2019 Human Redesign of Work Systems

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Human redesign of work systems

Dr.S.Yogananthan


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Contents Introduction

Work systems

Job specializations in designs

Job characteristics model

Core job characteristics

Building designs A strategic concern

Workers need

Redesign

Nature o task interdependence

!utsourcing " !#shoring $ergers " Ac%uisitions

$anaging the change

&ummary


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Introduction

+ro(ing needs o*er span o time, to design - redesign, recognized by &.R$ domain/

0ossible solutions are sought to address thepre*ailing constraints o organization in terms o

1process and results2/ 3i#erences in climate bet(een domestic and

international organizations eed more uel toacti*ate &.R$ to play pi*oting role to strategize

designing/ Win4 (in2 strategies are most (elcome (hich

(ould be appreciable or 1employer4 employee2rame(ork/


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Model of work systems

Reerence5 Je#rey $ello, Chapter 6, &trategic .uman Resource $anagement, Cengagelearning, 0age 7894 7:8/

PlannedOutcome

(of worker)

AchievedOutcome

(of worker)

Work &ystemsPlanned Outcome= Achieved

Outcome

Interace (ithother jobs/

domains


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Exercise 1

Identiy any three jobs and measure theirachie*ed outcome against planned outcomeby using e;isting 0$& norms- methods/

I interace - cusp jobs are identi


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Magnifying roles - horizontal

Job >nlargement 5 >nhancing the job by addingmore rele*ant " interdependent roles,responsibilities/ @Accentuate kno(ledge andperormance, learn the business more arepresumed outcomes/ In other sense, pro*iding

relati*e horizontal autonomy or degree o reedomin the gi*en job pro;amples 5 / .R Recruitment " &election manager gi*en the addedportolio o 1'raining " 3e*elopment2/ 7/ )ogistic manager DarnatakaEgi*en the added portolio o 1'amilnadu2 zone/

Job Rotation5 is a sub di*ision (hich lets anindi*idual to 1enter " enable2 into ne( job roles-locations (ithout increase in *olume unlike thejob enlargement/


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Magnifying roles - vertical

Job >nrichment 5 0ro*iding more relati*e*ertical autonomy or degree o reedom (hichgi*es greater insights and inuse moree;pertise into the gi*en job/ Indi*idual2s

1creati*ity and e;ercise o reedom2 brings(idening o horizons o jobs/ >;amples5 Film - $usic directors, R " 3 scientists, Web

designers, trainers " coaches/

?ertical loading5 it seems to be a sub di*ision ojob enrichment design, (hich adds moreresponsibility-accountability o immediate superiorhierarchy or super*isor/


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Exercise 2

Identiy a job to apply all these 1jobspecialization2 methods by considering theollo(ing/ Job descriptions

Job speci


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Job Characteristics Model

Reerence5 Je#rey $ello, Chapter 6, &trategic .uman Resource $anagement, Cengagelearning, 0age 7894 7:8/


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5 Vital Job Characteristics

112

&kill *ariety'he nature o ingredientE skills re%uired to complete - achie*e the task,o(ned by (orker

'ask identityIdentiying the congruencies and comple;ities o task as it belongs to

systemE to be matched (ith employee

'ask signi


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Resolving workers needs Changing trends in demographics and liestyle )argely inGuenced by 54 Age groups, races, religion, physical abilities, se;ual

orientation, marital " amily status/ 'he solutions are gi*en belo(/

Changes to be adopted in54 hiring " recruitment practices, rede


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Nature of interdependence of tasks

'ypes o interdependence o tasks 0ooled5 team o members re%uired or the

completion o task , at the same time, autonomyo each jobs e;ercised/

>;ample5 !#ering bank loan &e%uential5 di#erent teams or departments are

re%uired to(ards completion as phase (ise/ >;ample5 Assembly line o automobile actory

Reciprocal 5 all players are needed in a comple;arrangement o regular - emerging needs/ >;ample5 >ditorial team o Ne(spaper - '?, players

o basket ball team,


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Exercise 3

Identiy K e;amples o each types o taskinterdependence (ith citation o their jobroles/

Identiy the *arious emerging ormats, i is

there anyL


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Redesign of existing work design

Re engineering - Re structuring5 consideringthe *arious acts and re%uisites, organizations1re engineer or re structure2 the e;isting (orkdesigns/ 'he ollo(ing recommendations are

considered/ Reducing - cutting do(n o unnecessary - no *aluejobs

3elayering o certain traditional hierarchies

!utsourcing - o#shoring the tasks Consolidation o (ork streams

Creating ne( di*isions o specialization

Crating more cross unctional team


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Exercise 4

Identiy any t(o recommendations andormulate a ne( 1hypothetical situation2

&tudy the pre - post status

Consolidate 1your recommendations2 , in case,

i the solutions are not appreciable, start thee;ercise again


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Choice of outsourcing /offshoring

!rganization2s pick these choices, to augmentthe organizational capacity " strength, toobtain 1edge o*er competitors2

Hsually 1outsourcing2 gi*es cost e#ecti*eness

and letting the company to concentrate ontheir core-critical strengths/ It may be basedupon easy access - a*ailability/

!#shoring2 must be cleared " appro*ed

legally by concerned go*ernments and legalrame(ork and ad*antages are 178 ; 92, lo(cost cum high proessional deli*ery like callcentersE, etc/


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Mergers & Acquisitions

119

'hey are the options or the ollo(ingobjecti*es5 &aturation in domestic market and pre*ailing cut throat

competition

>scaping the risks o domestic economic slo(do(n

Attracti*e market situation o*erseas and ne(market-customer base

Consolidation o gro(th o company in domestic and oreignsoil

+aining 1International - $NC2 brand *alues - image

'(o thirds o mergers ail 3ue to mismatch o contours o 1Culture, W)B o

.uman Resource2 apart rom 0>&' actors


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Managing the change

1Change is Impro*ement25

1Change2 should be administered periodicallybased upon emerging needs - trends

1Change2 should be 1orecasted, designed,

*alidated, implemented, e*aluated and absorbedor reormed2 as a dynamic process (ith support

o 1>mployer >mployee2 rame(ork

&trategic .R$ plays a *ital role in pi*oting a

dynamic process to bring the concepts o

1change management2 in designing - re designing

(ork systems

>;amples5 IBM, Wal-Mart, Google.


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Reference

Je#rey/ A/ $ello, 'e;t book on &.R$, Cengagelearning, Indian >dition, 7, 9threprintedition/

$ichael Armstrong, Armstrong2s handbook o

&R.$, Dogan page, Mth

edition/ +ary 3essler, Chapter K, &trategic .umanResource $anagement and the .R &corecard/

Daplan, R/, " Norton, 3/ 7E/ The strategy-focused organization: How balanced scorecardco!anies thri"e in the new businessen"ironent. Boston5 .ar*ard Business&chool 0ress/

Human Redesign of Work Systems

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