1. HRM A: Work Process Design Assumptions about human nature as core of work process design November 13, 2007 Johann Weichbrodt

2. HRM: Work process design Overview

3. Assumptions underlying work and organizational design (from Ulich, 2001) Assumption about human nature economic mansocial man self-actualizing man complex man Assumption about organizations technical system social systemsocio-technical system Design concept Tayloristic rationalization Human Relations job enrichment indivi- dualization Organi- zational structure centralized; individual tasks centralized; group oriented decentralized; individual and group tasks Assessment criteria efficiency; occupational health satisfaction; psychological well-being personal development

4. Assumptions underlying work and organizational design (from Ulich, 2001) Assumption about human nature economic mansocial man self-actualizing man complex man Assumption about organizations technical system social systemsocio-technical system Design concept Tayloristic rationalization Human Relations job enrichment indivi- dualization Organi- zational structure centralized; individual tasks centralized; group oriented decentralized; individual and group tasks Assessment criteria efficiency; occupational health satisfaction; psychological well-being personal development

5. The five principles of Taylorism 1. Separation of planning and doing Responsibility for planning at management level -- implementation as sole shopfloor responsibility 2. „one best way“ of task execution Definition of the most efficient way of task execution based on scientific methods Every worker executes only one step in the overall task 3. Selection of the best person Qualification profile for each task step, selection of the appropriate person 4. Reduction of training Training for the more efficient way of executing each task step Workers are easily replaced 5. Control Surveillance of adherence to the prescribed work methods and of achievement of required results

6. Assumptions underlying work and organizational design (from Ulich, 2001) Assumption about human nature economic mansocial man self-actualizing man complex man Assumption about organizations technical system social systemsocio-technical system Design concept Tayloristic rationalization Human Relations job enrichment indivi- dualization Organi- zational structure centralized; individual tasks centralized; group oriented decentralized; individual and group tasks Assessment criteria efficiency; occupational health satisfaction; psychological well-being personal development

7. Discovery of social man: Human Relations movement „Hawthorne Studies“ (1927-1932) (1) Studies on the relationship between lighting and performance --> performance increased throughout the study even when lighting was reduced again to „moonlight quality“ (2) Studies on the relationship between breaks and performance --> performance increases independent of design breaks ➤ „Hawthorne effect“: Social factors are crucial for behavior, e.g. social attention through being studied (3) Group cohesion influences performance through group norms

8. Assumptions underlying work and organizational design (from Ulich, 2001) Assumption about human nature economic mansocial man self-actualizing man complex man Assumption about organizations technical system social systemsocio-technical system Design concept Tayloristic rationalization Human Relations job enrichment indivi- dualization Organi- zational structure centralized; individual tasks centralized; group oriented decentralized; individual and group tasks Assessment criteria efficiency; occupational health satisfaction; psychological well-being personal development

9. Criteria for humane work tasks (from Ulich, 2001)

10. Objectives of job design Autonomy: Self-determination regarding goals and rules for goal achievement Control: Influence on situations in order to achieve goals which can be self-determined or determined by others Prerequisite for effective use of control: transparency and predictability of work situation

11. Assumptions underlying work and organizational design (from Ulich, 2001) Assumption about human nature economic mansocial man self-actualizing man complex man Assumption about organizations technical system social systemsocio-technical system Design concept Tayloristic rationalization Human Relations job enrichment indivi- dualization Organi- zational structure centralized; individual tasks centralized; group oriented decentralized; individual and group tasks Assessment criteria efficiency; occupational health satisfaction; psychological well-being personal development

12. Considering individual differences in job design Participative und differential-dynamic job design: Involvement in organizational change decisions and offer of choices regarding job design options allows for consideration of indiviual needs and competencies. „Job crafting“: Opportunities for self-determined adaption of work tasks according to changing individual needs and competencies Management by Objectives (MbO): Systematic furthering of individual motivation through tailored goals and ways for goal achievement ➤ General objective: no fixation of individual differences, but individually tailored support

13. Assumptions about human nature (Schein, 1988)

14. Case: Work organization in an insurance company

15. Goal setting theory Motivation through self-determined achievement of goals. Goals have to be...... clear and specific,... very difficult without being unrealistic... accepted and longer-term. There hase to be continuous feedback on goal achievement.

16. Practical implementation of goal setting theory: Management by objectives (Drucker, 1954) Systematic alignment of individual and organizational goals Breaking down strategic goals to each level of the organization Spezific, measurable, achievable, realistic goals for each employee Participative decision making Clearly definied time frame for goal achievement Performance evaluation and feedback But: “MbO is just another tool, it is not the great cure for management inefficiency. It works if you know the objectives, 90% of the time you don‘t.”

17. Formerly Firm $ t Employee Legal and psychological contracts Job security Hard Work Loyalty Employee Firm Today Employee t + Goal achievement Firm $ + Goals Hard Work Loyalty Employability Employee Firm Work flexibility, Downsizing Legal contract Psychological contract

18. Flexible working: Change from a tradtional to a new contract? (Raeder & Grote, 2001)