managing work flows and conducting job analysis
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Managing Work Flows and Conducting Job Analysis. In This Section…. Describe organization structures Factors influencing worker motivation Conducting a job analysis, preparing job descriptions and specifications Applying flexible work design HRIS policies and procedures. - PowerPoint PPT PresentationTRANSCRIPT
Managing Work Flows and Conducting Job Analysis
• Describe organization structures• Factors influencing worker
motivation • Conducting a job analysis,
preparing job descriptions and specifications
• Applying flexible work design• HRIS policies and procedures
In This Section…
Work: Organizational Perspective
Organizational Structure: refers to the formal or informal relationship between people in an organization.
Work Flow: the way work is organized to meet the organization’s production or service goals
Work: Organizational Perspective (Cont.)
Business strategy = Establishing Long Term Goals based on: Analysis of environmental opportunities and threat Conducting a realistic appraisal of how the business can deploy its
assets to compete most effectively – this includes its human assets
Business Strategy Determines Organization
Structure
Work: Organizational Perspective (Cont.)
Example:A Defender Strategy (stable market, established product)
Extensive division of labor Hierarchies of jobs assigned to functional unitsCentralized management – chain of command
Work: Organizational Perspective (Cont.)
Example:A Prospector Strategy (uncertain environ., new products)
DecentralizedWorkers can make decisions
Work: Organizational Perspective (Cont.)
Bureaucratic•consist of hierarchies with many levels of management and are
driven by a top-down, or command and control approach in which managers provide considerable direction and have considerable control over others.
Flat •have only a few levels of managers and emphasize a decentralized approach to management which encourages high employee involvement in business decisions.
Boundaryless •enable organizations to form relationships (joint ventures, intellectual property, marketing distribution channels, or financial resources) with customers, suppliers, and/or competitors.
Work: Organizational Perspective (Cont.)
Bureaucratic Organizations are based on: Top-down approach w/many levels of
management – command and controlHierarchical career paths within one functionFunctional division of laborWork specializationEmployees working independently
Defender Business Strategy
Work: Organizational Perspective (Cont.)
A Bureaucratic Organization:
Work: Organizational Perspective (Cont.)
A Bureaucratic Organization:
Work: Organizational Perspective (Cont.)
Flat Organizations are based on:Rapid respond to customers' needs or changes in
the business environmentUseful for organizations that are implementing a
total quality management (TQM) strategyStrong emphasis on teams Broadly defined jobs – cross functionalFewer levels of managementGeneral job descriptions
Work: Organizational Perspective (Cont.)
A Flat Organization:
Work: Organizational Perspective (Cont.)
Boundaryless Organizations:Collaborate with customers or suppliers to provide
better quality products or servicesEnter foreign markets that have entry barriers to foreign
competitorsNeed to manage the risk of developing an expensive
new technology.
Work: Organizational Perspective (Cont.)
Boundaryless organizations share many of the characteristics of flat organizations, with a strong emphasis on teams
Work: Organizational Perspective (Cont.)
Work Flow Analysis:• Examines how work creates or adds value to the
ongoing processes in a business • Looks at how work moves from the customer (the demand
source) through the organization to the point at which the work leaves the organization as a product or service for the customer (to meet the demand)
• Often reveals that some steps or jobs can be combined, simplified, or even eliminated
• In other cases, it results in the reorganization of work so that teams rather than individual workers are the source of value creation
Work: Organizational Perspective (Cont.)
Work Flow Analysis Example
Work: Organizational Perspective (Cont.)
Business Process Reengineering (BPR):
Focus is not just on eliminating layers of management, but rather a fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in costs, quality, service, and speed.
• Competitive Position: Cost,In any organization TEAMS are important
TEAMS = small number of people with complimentary skills who work toward common goals for which they hold themselves mutually accountable
Work: The Group Perspective
• Competitive Position: Cost,• Self-Managed Teams: responsible for producing an
entire product, a component, or an ongoing service - often, these teams are trained in technical, administrative, and interpersonal skills. Members are cross-trained on the different tasks assigned to the team.
• Problem-Solving Teams: do not affect an organization's structure because they exist for only a limited period. They are often used when organizations decide to pursue a TQM effort by making improvements in the quality of a product or service.
Work: The Group Perspective (Cont)
• Competitive Position: Cost,• Special-Purpose Teams: consist of members who
span functional or organizational boundaries and whose purpose is to examine complex issues such as introducing new technology, improving the quality of work process, or encouraging cooperation between labor and management in a unionized setting.
• Virtual Teams: uses interactive computer technologies such as the internet to work together despite being separated by physical distance. Virtual teams allow organizations to position individuals who might not be otherwise available to teams.
Work: The Group Perspective (Cont)
Motivation = that which energizes, directs and sustains human behavior, do best job possible, behavior directed to a goal
Work: The Individual Perspective
Hertzberg’s Two-Factor Theory: factors that are satisfying and dissatisfying (motivators & maintenance)
Work: The Individual Perspective (Cont.)
•The work•Achievement•Recognition•Responsibility•Opportunities for
advancementMotivators
•Company policies•Working Condition•Job security •Salary•Employee benefits•Relationships
Maintenance (Hygiene)
Hertzberg’s Two-Factor Theory: implications for Job Design:
Work: The Individual Perspective (Cont.)
Jobs designed to provide as many motivators as possible
Making external changes in hygiene factors not likely to
sustain improvement in motivation over the long run
Work: The Individual Perspective (Cont.)
More Motivation Theories:
Work Adjustment Theory: which says that motivation and job satisfaction depend on the fit between the employee's abilities or needs and the job and organizational characteristics
Goal-Setting Theory: suggests that employees' goals explain motivation and performance , goals that are clear and challenging result in higher levels of motivation
Work: The Individual Perspective (Cont.)
More Motivation Theories:
Job Characteristics Theory: employees will be more motivated to work and more satisfied with their jobs to the extent that jobs contain certain core characteristics – determined by an individual’s need for growth
Work: The Individual Perspective (Cont.)
Designing Jobs & Conducting Job Analysis
Job Design = the process of organizing work into tasks required to perform a specific job• All theories of employee motivation suggest that
jobs can be designed to increase motivation and performance.
• Three important influences on job design: • work flow analysis• the strategy of the business• the organizational structure that best fits that strategy
Designing Jobs & Conducting Job Analysis
Job Design Approaches: • Work Simplification
• Simple, repetitive task that maximize efficiency • Assigns most of the thinking to managers & supervisors• Can lead to high degrees of specialization that is not value added
and can not readily adapt to a changing environment• Job Enlargement & Job Rotation
• Can reduce fatigue and boredom• Expands job duties • Limited in that it focuses on only one aspect of job motivation
• Job Enrichment• More opportunities for job autonomy and feedback• Limited by technology and employee capabilities
• Team-Based Job Design• Focused on team rather than individual• Cross training used w/Flat & Boundaryless organizational
structures
Designing Jobs & Conducting Job Analysis
Job Analysis = systematic data gathering and information organization with respect to a job. It identifies the tasks, duties and responsibilities of a particular job.
Work Flow Analysis
Jobs Designed
Define & Communicate
Job Expectations
Designing Jobs & Conducting Job Analysis
Job Analysis usually performed by HR or the job incumbent
Interviews Observation
Diaries Questionnaires
Methods of Gathering Job Information
Designing Jobs & Conducting Job Analysis
Uses of Job Analysis:• Comply with Government regulations• Recruitment• Selection• Performance Appraisal• Compensation• Training and Development
Designing Jobs & Conducting Job Analysis
Job Analysis Techniques Task Inventory Analysis:
• Task analysis is conducted to identify the details of specified tasks, including the required knowledge, skills, abilities, (KSA) and personal characteristics required for successful task performance.• Three Steps = Interview Survey Generation of task
by KSA matrix• Two major benefits: Systematic & tailor-made
Job Descriptions
A job description is a portrait of a job. It may be specific (a detailed summary) or general (associated with work flow strategies that emphasize innovation, flexibility, and loose work planning). Regardless, it is a written document that identifies, defines, and describes a job in terms of its duties, responsibilities, working conditions, and specifications.
Job Descriptions (Cont.)
Job descriptions have four key elements:
Identification Information
Job Summary
Job Duties and Responsibilities
Job Specifications and Minimum Qualifications
The Flexible Workforce
Core Workers: those having full-time jobs with an employer
Contingent Workers: those having a tentative relationship with an employer – include:
• Temporary Employees• Part-Time Employees• Outsourcing/Subcontracting• Contract Workers• College Interns
The Flexible Workforce
Flexible Work Schedules
• Flexible Work Hours• Core time/flextime
• Compressed Workweeks• Telecommuting
Human Resource Information Systems (HRIS)
Systems used to collect, record, store, analyze, and retrieve data concerning an organization's human resources
HRIS Applications: hardware and software applications that work together to help managers make HR decisions – include:
Employee Information
Applicant Tracking
Hiring Procedures
Goal Setting Systems
Skills Inventory
Payroll
Benefits Administration
Employee Self-Service
Human Resource Information Systems (HRIS)
HRIS Security and Privacy:• The HR department must develop policies and guidelines to protect
the integrity and security of the HRIS so that private employee information does not fall into the wrong hands.