1

Job DesignJob Designand and

Work MeasurementWork Measurement

2

Southwest AirlinesSouthwest AirlinesHuman Resources Strategy:

Culture of caring for people in the totality of their lives, not just at work.

Spends more to recruit and train than any other airlineEmpowered employeesWages higher than industry averageStock options for some employees

3

Southwest AirlinesSouthwest AirlinesEmployees treated like customersEverybody understands what everybody

else’s problems areNo gimmicks!

Profitable for 26 years while United, Northwest,and USAir lost billions.

4

Objective of Human Resource Objective of Human Resource StrategyStrategy

To manage labor and design jobs so people are effectively and efficiently utilized

5

People and Work System GoalsPeople and Work System Goals

Use people efficiently within constraints

Provide reasonable quality of work life

© 1995 Corel Corp.

6

Constraints on Human Resource Constraints on Human Resource StrategyStrategy

Product strategy- Skills needed- Talents needed- Materials used- Safety

Location strategy- Climate- Temperature- Noise- Light- Air quality

Schedule- Time of day- Time of year(seasonal)- Stability of schedules

Individual differences- Strength and fatigue- Information processing and response

Layout strategy- Fixed position- Process- Assembly line- Work cell- Product

Process strategy- Technology- Machinery and equipment used- Safety

Human Resource Strategy

What

Where How

Who

Procedure

When

7

What is What is Job DesignJob Design??Job Design involves:specifying the content of jobs (what will be

done?)specifying the methods of doing the jobs

(how will be done?)designing the work environment (where will

be done?)

8

What is the Objective of Job DesignWhat is the Objective of Job Design??

The objective of job design is to develop jobs

that meet the requirements of the organization

and its technology and that satisfy the

jobholder’s personal and individual

requirements

9

Job Design DecisionsJob Design Decisions

HowWhyWhenWhereWhatWho

Mental andphysicalcharacteristicsof the work force

Tasks to beperformed

Geographiclocale of theorganization;location of work areas

Time of day;time of occurrence inthe work flow

Organizational rationale for the job, objectives and motivation of the worker

Method

UltimateJob

Structure

10

Trends in Job DesignTrends in Job Design Quality control as part of the worker's job

Cross-training workers to perform multi-skilled jobs.

Employee involvement and team approaches to designing and organizing work

"Informating" ordinary workers

11

Trends in Job Design (Continued)Trends in Job Design (Continued)

Extensive use of temporary workers

Automation of heavy manual work

Organizational commitment to providing meaningful and rewarding jobs for all employees

12

Specification of the Job ContentSpecification of the Job Content

13

Old StoryOld Story

© 1995 Corel Corp.

Church of the Church of the Holy Family Holy Family (Barcelona)(Barcelona)

Two stonecutters were asked what they were doing. The first said, ‘I’m cutting this stone into blocks.’ The second one replied, ‘I’m on a team that’s building a cathedral.’

14

Job SpecializationJob Specialization

Involves Breaking jobs into small component parts Assigning specialists to do each part

First noted by Adam Smith (1776) Observed how workers in pin factory divided

tasks into smaller components

Found in manufacturing & service industries

© 1995 Corel Corp.

15

Greater dexterity & faster learning Less lost time changing jobs or tools Use of more specialized tools Pay only for needed skills

Job Specialization Often Reduces Job Specialization Often Reduces CostCost

16

Specialization in Business: AdvantagesSpecialization in Business: Advantages

For Management:

1. Simplifies training

2. High productivity

3. Low wage costs

For Labor:

1. Low education andskill requirements

2. Minimumresponsibilities

3. Little mental effortneeded

17

DisadvantagesDisadvantages

For Management:

1. Difficult to motivatequality

2. Worker dissatisfaction,possibly resulting inabsenteeism, highturnover, disruptivetactics, poor attentionto quality

For Labor:1. Monotonous work

2. Limited opportunitiesfor advancement

3. Little control over work

4. Little opportunity forself-fulfillment

18

Job ExpansionJob Expansion

Process of adding more variety to jobs Intended to reduce boredom associated with labor

specialization Methods

Job enlargement Job enrichment Job rotation Employee empowerment

19

Job EnlargementJob Enlargement: Giving a worker a larger portion of the total task by horizontal loading

Job EnrichmentJob Enrichment: Increasing responsibility for planning, coordination and control by vertical loading

20

Job Enlargement/Job EnrichmentJob Enlargement/Job Enrichment

Present Job

ControlControl

PlanningPlanningEnriched Job

Task #3Task #3Task #2Task #2Enlarged Job

21

Job Enlargement/Job EnrichmentJob Enlargement/Job Enrichment

Present job

Manually insert and solder six resistors

Task #3

Lock printed circuit into fixture for next operation

Task #2

Adhere labels to printed circuit board

Control

Test circuits after assembly

Planning

Participate in a cross-function quality-

improvement team

Enriched job

Enlarged job

22

Higher capital cost Many individuals prefer simple jobs Higher wages are required since the worker must

utilize a higher level of skill A smaller labor pool exists of persons able and willing

to perform enriched or enlarged jobs Increased accident rates may occur Current technology in some industries does not lend

itself to job enlargement and enrichment

Limitations toLimitations to Job Enlargement/Job Enrichment Job Enlargement/Job Enrichment

23

Job RotationJob Rotation

Geriatrics© 1995 Corel Corp.

Pediatrics

© 1995 Corel Corp.

Maternity

© 1995 Corel Corp.

24

Employee EmpowermentEmployee Empowerment

Employee Empowerment

ControlControl

Decision-MakingDecision-Making

PlanningPlanning

25

Self-Directed TeamsSelf-Directed TeamsGroup of empowered individuals working together

for a common goal. They are empowered to make certain changes in their work process

May be organized for short-term or long-term objectives

Reasons for effectiveness Provide employee empowerment Provide core job characteristics Meet psychological needs (e.g., belonging)

26

Benefits of TeamsBenefits of Teams

Higher qualityHigher productivityGreater worker satisfaction

27

Job Design ContinuumJob Design Continuum

Increasing reliance on employees’ contribution and increasing acceptance of responsibility by employee

Specialization

Enlargement

Enrichment

Empowerment

Self-directed Teams

Job Expansion

28

Core Job CharacteristicsCore Job Characteristics

Skill variety Job identify Job significance Autonomy Feedback

29

Sociotechnical SystemsSociotechnical Systems

Consistent with the job enrichment philosophy but focusing more on the interaction between technology and the work group is the sociotechnical systems approach

Attempts to develop jobs that adjust the needs of the production process technology to the needs of the worker and work group.

30

Sociotechnical SystemsSociotechnical Systems

Task VarietySkill VarietyFeedback

Task IdentityTask

Autonomy

Process Technology

Needs

Worker/Group Needs

Focuses on the interaction between technology and the work group by looking at….

Focuses on the interaction between technology and the work group by looking at….

31

Specification of the Work MethodsSpecification of the Work Methods

32

Methods AnalysisMethods Analysis

Focuses on how task is performedIs done for both existing jobs and new jobsUsed to analyze

Movement of body, people, or materialActivities of people & machines

33

Methods AnalysisMethods Analysis

Changes in tools and equipment

Changes in product designor new products

Changes in materials or procedures

Other factors (e.g. accidents, quality problems)

The need for methods analysis can come from a number of different sources:

34

Methods Analysis ProcedureMethods Analysis Procedure

Identify the operation to be studiedIf any, study and document current methodAnalyze the jobPropose new methodsInstall new methodsFollow-up to ensure improvements have been

achieved

35

Tools of Methods AnalysisTools of Methods Analysis

Process charts Flow diagrams Activity (worker-machine) charts Operations charts (right-hand, left-hand

charts)

36

Process ChartProcess Chart

= operation; = operation; = transport; = transport; = inspect; D = delay; = inspect; D = delay; = storage = storage

SUBJECT: Request tool purchase

Dist (ft) Time (min) Symbol Description

Write order

On desk

75 To buyer

Examine

DD

DD

DD

DD

37

FLOW PROCESS CHARTJob Requisition of petty cash

Details of Method

ANALYST D. Kolb

PAGE1 of 2

Op

erat

ion

M

ove

men

t

Insp

ecti

on

Del

ay

Sto

rag

e

Requisition made by department headPut in “pick-up” basketTo accounting departmentAccount and signature verifiedAmount approved by treasurerAmount counted by cashierAmount recorded by bookkeeperPetty cash sealed in envelopePetty cash carried to departmentPetty cash checked against requisitionReceipt signedPetty cash stored in safety box

38

Flow DiagramFlow Diagram

Buyer

You

75 ft.75 ft.

39

Flow Diagram and Process Chart of Axle-Flow Diagram and Process Chart of Axle-Stand Production LineStand Production Line

40

Activity Chart for Two-PersonActivity Chart for Two-Person Oil-Change Crew Oil-Change Crew

41

Operations Chart Operations Chart (Left Hand/Right Hand)(Left Hand/Right Hand)

42

Activity ChartActivity ChartSubject: Semi-Auto Machine

Operator MachineTime

1

2

3

4

5

6

Load machine Being loaded

Idle Run

Unload Being Unloaded

Present

43

Motion StudyMotion StudyMotion study is the systematic

study of the human motions used

to perform an operation.

44

Developing Work MethodsDeveloping Work Methods

By eliminating unnecessary motionsBy combining activitiesBy the rearrangement of the work placeBy the redesign of tools and equipment

45

The Visual WorkplaceThe Visual Workplace Uses low-cost visual devices to share information

quickly and accurately. Displays and graphs replace paper Provides real-time information System should focus on improvement, not merely

monitoring Can provide both production and financial data

46

The Visual WorkplaceThe Visual Workplace

47

Designing the Work EnvironmentDesigning the Work Environment

48

Working ConditionsWorking ConditionsT e m p e r a t u r e &H u m i d i t y

V e n t i l a t i o n

I l l u m i n a t i o n C o l o r

49

Working Conditions (cont’d)Working Conditions (cont’d)Noise & Vibration

Causes of AccidentsSafety

Work Breaks

50

Ergonomics is a term used to describe the study of the physical arrangement of the work space together with tools used to perform a task. Fit the work to the body rather than forcing the body to conform to the work.

Do Not Forget: Worker performance depends on Working Conditions

51

ErgonomicsErgonomics

Study of work Also called ‘human factors’ Involves human-machine interface Examples

Mouse Keyboard

52

Work Measurement: Work Measurement:

Setting Time StandardsSetting Time Standards

53

What is Work Measurement?What is Work Measurement?

Work Measurement is a process of analyzing jobs for the purpose of setting time standards

Provides labor standards Target amount of time required to

perform a job under normal working conditions

54

Standard timeStandard time

Standard time: The amount of time it should take a qualified worker to complete a specific task, working at a sustainable rate, using given methods, tools and equipment, raw materials, and workplace arrangement.

55

Uses of Labor StandardsUses of Labor Standards

Costing labor content of products Planning staffing needs Estimating cost & time for bids Scheduling production Measuring and evaluating performance Providing benchmarks Basing wage incentive plans

56

Sources of Labor StandardsSources of Labor Standards

Historical experience (Stopwatch)Time studies Predetermined time standards Work sampling

57

Labor Standards - Historical Labor Standards - Historical ExperienceExperience

Labor standards are based on how many labor-hours were needed in past

Least preferred methodAdvantages

Easy and inexpensive to obtain standard

Disadvantages Unknown accuracy due to unusual occurrences,

unknown pace etc.

58

Time Study (steps of)Time Study (steps of)

Define the task to be studied (after work methods analysis is conducted)

Divide the task into precise elementsDecide how many times to measure the task

(the number of cycles or samples needed)Time and record elemental times and

ratings of performance

59

Time Study (steps of)- Contd.Time Study (steps of)- Contd.

Compute the average observed cycle timeDetermine performance ratingCompute the normal time for each elementAdd the normal times for each element to

develop a total normal time for the taskCompute the standard time

Time Study Normal Time FormulasTime Study Normal Time Formulas

Normal time(NT)=Observed performance time per unit x (Performance rating)*

*The Performance Rating is usually expressed in decimal form in these formulas. So a person working 10% faster than normal would have a Performance Rating of 1.10 or 110% of normal time. Working 10% slower, 0.90 or 90% of normal.

NT= Time worked _ x (Performance rating)* Number of units produced

Normal time(NT)=Observed performance time per unit x (Performance rating)*

*The Performance Rating is usually expressed in decimal form in these formulas. So a person working 10% faster than normal would have a Performance Rating of 1.10 or 110% of normal time. Working 10% slower, 0.90 or 90% of normal.

NT= Time worked _ x (Performance rating)* Number of units produced

Time Study Standard Time FormulasTime Study Standard Time Formulas

Standard time = Normal time + (Allowances x Normal times)

Standard time = NT(1 + Allowances)

Standard time = NT . 1 - Allowances

Standard time = Normal time + (Allowances x Normal times)

Standard time = NT(1 + Allowances)

Standard time = NT . 1 - Allowances

Time Study Example ProblemTime Study Example Problem You want to determine the standard time for a job. The

employee selected for the time study has produced 20 units of product in an 8 hour day. Your observations made the employee nervous and you estimate that the employee worked about 10 percent faster than what is a normal pace for the job. Allowances for the job represent 25 percent of the normal time.

Question: What are the normal and standard times for this job?

You want to determine the standard time for a job. The employee selected for the time study has produced 20 units of product in an 8 hour day. Your observations made the employee nervous and you estimate that the employee worked about 10 percent faster than what is a normal pace for the job. Allowances for the job represent 25 percent of the normal time.

Question: What are the normal and standard times for this job?

Time Study Example SolutionTime Study Example SolutionNormal time = Time worked x (Performance rating)

Number of units produced

= (480 minutes/20) x (1.10)

= 26.4 minutes

Standard time = NT . 1 – Allowances

= (26.4)/(1-0.25)

= 35.2 minutes

64

CompensationCompensation

Time-based systemCompensation based on time an employee has

worked during a pay periodOutput-based (incentive) system

Compensation based on the amount of output an employee produces during a pay period

65

Form of Incentive PlanForm of Incentive Plan

Accurate

Easy to apply

Consistent

Easy to understand

Fair

66

CompensationCompensation

Individual Incentive Plans

Group Incentive Plans

Knowledge-Based Pay System

Management Compensation