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©2007 by Prentice Hall2-1 Managing Work Flow and Conducting Job Analysis Chapter2 Chapter 2
©2007 by Prentice Hall2-2 Chapter 2 Overview Describe the different organizational structures and when each is appropriate List factors influencing worker motivation that are under managers control Conduct job analysis and prepare job descriptions/specifications Apply flexible work designs which aid in reducing work-family conflicts
©2007 by Prentice Hall2-3 Work: The Organizational Perspective Strategy and Organizational Structure Abbey Life Insurance outsourced the claims- adjustment process for its 1.75 million policyholders to Unisys Corp. under a 10-year agreement. Abbey Life saves $80 million over the life of the agreement. Error rates on claims have fallen from 5 to 2 percent, and 95 percent of claims are handled within 6 days, down from 10 days.
©2007 by Prentice Hall2-4 Work: The Organizational Perspective Designing the Organization Bureaucratic Organization Flat Organization Boundaryless Organization
©2007 by Prentice Hall2-5 Bureaucratic Organization Figure 2.1 – United States Army Org Chart
©2007 by Prentice Hall2-6 Flat Organization
©2007 by Prentice Hall2-7 Boundaryless Organization
©2007 by Prentice Hall2-8 Work: The Organizational Perspective Work-Flow Analysis – Business Process Reengineering
©2007 by Prentice Hall2-9 Work: The Individual Perspective Motivating Employees Two-Factor Theory: internal vs. external Work Adjustment Theory: fit between needs & abilities and characteristics of job and organization Goal-Setting Theory: goals help motivated Job Characteristics Theory: skill variety, task identity, task significance, autonomy, and feedback
©2007 by Prentice Hall2-10
©2007 by Prentice Hall2-11 Designing Jobs and Conducting Job Analysis Job Design Work Simplification Job Enlargement and Job Rotation Job Enrichment Team-Based Job Design
©2007 by Prentice Hall2-12 Designing Jobs and Conducting Job Analysis Job Analysis Who Performs Job Analysis?: HR member, incumbent, manager Methods of Gathering Job Information: interview, observation, diaries, questionaires The Uses of Job Analysis: recruitment, selection, performance appraisal, compensation, training, and career development activities The Techniques of Job Analysis: p.59
©2007 by Prentice Hall2-13 Designing Jobs and Conducting Job Analysis Job Descriptions (p ) Elements of a Job Description 1.Identification Information 2.Job Summary 3.Job Duties and Responsibilities 4.Job Specifications and Minimum Qualifications
©2007 by Prentice Hall2-14 The Flexible Workforce Core Workers or Contingent Workers Contingent Workers 1.Temporary Employees 2.Part-Time Employees 3.Outsourcing/Subcontracting 4.Contract Workers 5.College Interns
©2007 by Prentice Hall2-15 Emerging Trends Advantages 1.Provide better- quality people with most current skills 2.Cost savings with economies of scale 3.Preserve company culture Disadvantages 1.Could lose control of important activities 2.May result in losing an opportunity to gain knowledge and information helpful to company processes Advantages and Disadvantages of Outsourcing
©2007 by Prentice Hall2-16 The Flexible Workforce Flexible Work Schedules Flexible Work Hours Compressed Workweeks Telecommuting
©2007 by Prentice Hall2-17 Summary and Conclusions Organizational structures & HR MotivationMotivation Designing Jobs & ConductingDesigning Jobs & Conducting Job Analysis The Flexible WorkforceThe Flexible Workforce
©2007 by Prentice Hall2-1 Managing Work Flow and Conducting Job Analysis Chapter2 Chapter 2.
2-1 Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall Managing Work Flow and Conducting Job Analysis Chapter 2.
Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Managing Work Flow and Job Design: Org., Team, & Individual levels of analysis 2-1.
© 2004 by Prentice Hall Terrie Nolinske, Ph.D Managing Work Flow and Conducting Job Analysis 2.
© 2001 by Prentice Hall and Prof Anne Tsui 2-1 Sept 10, 2002 Determining HR needs and Designing Jobs.
Managing the Structure, Flow, and Design of Work.
Prentice Hall, Inc. © A Human Resource Management Approach STRATEGIC COMPENSATION Prepared by David Oakes Chapter 6 Person-Focused Pay.
PowerPoint Presentation by Monica Belcourt, York University and Charlie Cook, The University of West Alabama Managing Human Resources Chapter Job Analysis,
2-1 CHAPTER TW0 Managing Work Flows & Conducting Job Analysis.
Managing Work Flows and Conducting Job Analysis. Describe organization structures Factors influencing worker motivation Conducting a job analysis, preparing.
Chapter 4 Analyzing Work and Designing Jobs. MGMT Chapter 4 Work Flow in Organizations Work flow design –Tasks necessary to produce a product or.
Chapter 4 Learning Objectives 1.Summarize the elements of work flow analysis. 2.Describe how work flow is related to an organization’s structure. 3.Define.
Copyright © 2008 Pearson Education Canada Designing and Analyzing Jobs Dessler & Cole Human Resources Management in Canada Canadian Tenth Edition.
Chapter 4 Job Analysis and Job Design Job versus Positions Job Analysis Data Sources and Data-Collection Methods Job Analysis and HR Legal Aspects of Job.
© 2001 by Prentice Hall Managing Work Flows and Conducting Job Analysis.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon Chapter 4.
Chapter 8 Job Redesign and Job Enrichment. 2 Learning Objectives 1)Explain what job design is all about. 2)Describe how job rotation, job enlargement,
Chapter 7 Work Design. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 2 Purpose and Overview Purpose –Provide a framework for jobs.
JOB ANALYSIS AND DESIGN Chapter 2 1. JOB ANALYSIS AND DESIGN IMPORTANCE: 1.Job design can impact employee performance 2.Affect job satisfaction 3.Help.
HA 7712: Human Resource ManagementProfessor Sturman, Spring 2010 Job Analysis, Job Design, and the Job Description February 18, 2010.
CHAPTER 3 INDIVIDUALS, JOBS, AND EFFECTIVE HR MANAGEMENT.
Copyright © 2012 by Cengage Learning. All rights reserved Chapter 14 Managing & Enhancing Performance: The BIG PICTURE Prepared by Joseph Mosca Monmouth.
© 2013 by Nelson Education1 Job Analysis and Competency Models.
Chapter 5 Job Analysis 1. Job Description Position Job Specification Job.
Human Resource Management Robert L. Mathis | John H. Jackson | Sean R. Valentine © 2014 Cengage Learning. All rights reserved. May not be scanned, copied.
1 Chapter 15 Individual Performance and Job Design 4 Planning Ahead What is the meaning of work? What influences job satisfaction and performance?
©2007 Prentice Hall Organizational Behavior: An Introduction to Your Life in Organizations Chapter 5 Motivating Individuals in Their Jobs.
Chapter Three Designing and Analyzing Jobs © 2007 Pearson Education Canada 3-1 Dessler, Cole, Goodman, and Sutherland In-Class Edition Management of Human.
PAD214 INTRODUCTION TO PUBLIC PERSONNEL ADMINISTRATION LESSON 3 JOB ANALYSIS AND DESIGN.
Copyright © 2014 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT 5 TH EDITION BY R.A.
© 2005 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook The University of West Alabama t e n t h e d i t i o n Gary Dessler.
JOB ANALYSIS AND HUMAN RESOURCE PLANNING. Chapter Objectives Describe why job analysis is a basic human resource tool. Explain the reasons for conducting.
MANPOWER PLANNING. DEFINATION The process of : o Forecasting o Developing o Controlling Ensures that right no. & right kind of people are at right place.
Chapter 3. ) Job Analysis and Design. Organizing Work Organizational Structure Organizational Chart Types of Organizations.
1 Topics in Applied Motivation: Rewards and Job Design OS 386 October 3, 2002 Fisher.
Human Resource Planning and Job Analysis. Human resource planning is a process by which an organization ensures that it has the right number and kinds.
Work Flows and Job Design MANA 3320 Dr. Jeanne Michalski.
1 Chapter 4 Job Analysis 1. 1.Discuss the nature of job analysis, including what it is and how it’s used Use at least three methods of collecting.
Chapter 7 Job Design and Work Schedules. 2 Job Dimensions and their Sub- dimensions Task Characteristics Work scheduling autonomy Decision-making Work.
Management, 6e Schermerhorn Prepared by Cheryl Wyrick California State Polytechnic University Pomona John Wiley & Sons, Inc.
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved
1 Analyzing Jobs and Work Dividing Work into Jobs Dividing Work into Jobs Work Work Effort directed toward producing or accomplishing results. Effort directed.
OS 352 2/7/08 I. Video: Clockwork and scientific management II. Job design options. III. Please read chapter 5 for Thurs., 2/14. IV. Have a nice break!
Appraising and Managing Performance (c) 2007 by Prentice Hall7-1 Chapter 7.
Chapter 6 Motivation and Job Design It’s about person-job fit.
10-1 Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 10 Human Resource Management and Labor Relations.
4- Copyright © 2015 Pearson Education, Inc Job Analysis and the Talent Management Process.
7-1©2005 Prentice Hall 7 Creating a Motivating Work Setting Chapter 7 Creating a Motivating Work Setting.
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