2. MGTO 231 Human Resources Management Work Flows and Job Analysis II Dr. Kin Fai Ellick WONG

3. Questions for you In your home, how do you know that you need to hire a housemaid? In organizations, then, how do managers know that they need to create a job vacancy?

4. Outline Work Flow and work flow analysis Job analysis –Use of job analysis –Technique of job analysis

5. Outline Work Flow and work flow analysis Job analysis –Use of job analysis –Technique of job analysis

6. What is work flow analysis The process of examining –How work creates or adds value to ongoing processes in business –How a product or service can be delivered to customers

7. What is work flow analysis Basic processes –Input (a work)  add values  to other workers

8. What is work flow analysis Input (a work)  add values  to other workers Example 1 (product): –Toyota (car making): Input (car skeleton)  add values (adding engine)  other workers Input (semi-product)  add values (adding mirrors)  other workers Input (completing product)  add values (painting)  complete !!!

9. What is work flow analysis Example 2 (service): –Hair Salon: Input (long and dirty hair)  add values (hair cleaning)  other workers Input (long and clean hair)  add values (cutting)  other workers Input (short and dirty hair)  add values (hair cleaning)  complete !!! Input (short, wet, and clean hair)  add values (getting dry)  complete !!!

10. What is work flow analysis Example 3 (product + service): –McDonald’s: Input (Cashier)  add values (receiving order)  other workers (Cook) Input (Cook)  add values (making hamburger)  other workers (Cashier) Input (Cashier)  add values (delivery of product)  complete !!!

11. The importance of work flow analysis It helps to identify steps or jobs that can be combined, simplified, or even eliminated Re-organization of work so that teams rather than individual workers are the sources of value creation –Receptionists  Customer service unit Improve company performance –Business process reengineering

12. Business process reengineering A fundamental rethinking and radical redesign of business process To achieve dramatic improvement in cost, quality, service, and speed Reengineering is not totally equal to –Restructuring –Layoff

13. Source: Managing Human Resources, 4th Edition, p.53

14. Outline Work Flow and work flow analysis Job analysis –Use of job analysis –Technique of job analysis

15. Job analysis The process through which the details of a job is revealed Details include, tasks, duties, and responsibilities of employees of a given job Purposes of job analysis –Recruitment, performance evaluation, compensation, training and development, etc.

16. Source: Human Resource Management, 9 th Edition, p.61

17. Tasks –Basic element of work –Logical and necessary step in performing a job duty Duties –One or more tasks Responsibilities –One or several duties –Major purpose or reason for the job’s existence

18. Assistant professor in HKUST Responsibilities –Generating and transferring knowledge Duties –Research, teaching, and administration Tasks –Research: writing grant proposals, writing papers –Teaching: creating and marking examinations, preparing lecture notes –Administration: book ordering, attending meeting

19. Outline Work Flow and work flow analysis Job analysis –Use of job analysis –Technique of job analysis

20. Use of job analysis Job (re)design Recruitment Promotion Performance evaluation

21. Five approaches of job (re)design Work simplification Job enlargement Job rotation Job enrichment Team-based job design

22. Outline Work Flow and work flow analysis Job analysis –Use of job analysis –Technique of job analysis

23. Methods of job analysis Interview –Representative sample of job incumbent –Asking about structured questions Observation –Naturalistic observation – 微服出巡 Diaries –Keep logs of their daily job –Over a representative period of time (several weeks)

24. Questionnaires –Can be administered in quantitative scale –Assess the extent to which task, duty and responsibility are involved. –Can assess more job incumbents –Task inventory analysis, position analysis, & functional job analysis

25. Job Analysis Questionnaire 1. Mark the circle in the "Do This" column for tasks that you currently perform. 2. At the end of the task list, write in any unlisted tasks that you currently perform. PERFORM COMMUNICATIONS ACTIVITIES Obtain technical information 421. Read technical publications about competitive products. 422. Read technical publications to keep current on industry. 423. Attend required recommended or job-related courses and/or seminars. 424. Study existing operating systems/programs to gain maintain familiarity with them. 425. Perform literature searches necessary to the development of products. 426. Communicate with system software group to see how their recent changes impact current projects. 427. Study and evaluate state-of-the-art techniques to remain competitive and/or lead the field. 428. Attend industry standards meetings. 429. Interface with coders to verify that the software design is being implemented as specified. 430. Consult with co-workers to exchange ideas and techniques. 431. Consult with members of other technical groups within the company to exchange new Ideas and techniques. 432. Interface with support consultants or organizations to clarify software design or courseware content. 433. Attend meetings to review project status. 434. Attend team meetings to review implementation strategies. 435. Discuss department plans and objectives with manager. Exchange technical information Thanks to Prof. Kenneth Law

26. Critical incident technique –Generate dimensions –Generate incidents High, moderate, and low level of performance Other methods –Position analysis –Department of labor procedure –Functional job analysis –See your textbook for details

27. Job description Written document that identifies, describes, and defines job Basic elements –Duties, responsibilities, working conditions, requirements and qualifications, etc. –See your textbook Figure 2.6 for an example

28. Think about your interaction with karaoke waiters in the past. Each group member should come up with at least two critical incidents of exceptional good or bad behaviors of karaoke waiters. – jot down the critical incidents (both good and bad incidents) that you recalled through your interaction with the karaoke waiters –describe the critical incidents among group members –think about all your experiences in the past and try to include different job aspects of a karaoke waiter in the discussion –combine the critical incidents into job dimensions and write up a general job description for karaoke waiters in Hong Kong.