Chapter 17 Human Resources II: Company Policies

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ All Rights Reserved. 2 Learning Outcomes: Human Resources II: Company Policies Explain the job characteristics model Discuss the MPS model Describe TQM Outline the PDCA model for continuous improvement Contrast TQM and reengineering Explain the implementation of the various work redesign considerations

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ All Rights Reserved. 3 Learning Outcomes – Human Resources II: Company Policies Discuss the component for employee training and development Explain the purpose of performance evaluation Discuss programs to retain employees Identify your MPS in the job characteristics model through self assessment

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ All Rights Reserved. 4 Human Resources II: Company Policies The Process Determining the Job to be Filled Recruiting and Selection Basic Concepts of Job Design Training and Development Performance Evaluation Programs to Retain Employees

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ All Rights Reserved. 5 Basic Concepts of Job Design Skill Variety – The degree to which there are a variety of skills to perform.

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ All Rights Reserved. 6 Basic Concepts of Job Design Task Identity – The degree to which one worker is able to do a whole job and identify with it.

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ All Rights Reserved. 7 Basic Concepts of Job Design Task significance – The degree to which work has a significant impact on others in the immediate organization.

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ All Rights Reserved. 8 Basic Concepts of Job Design Autonomy – The degree to which a job offers freedom, independence, and discretion in scheduling work.

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ All Rights Reserved. 9 Basic Concepts of Job Design Feedback – The degree to which a job provides direct information about the employee’s performance.

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ All Rights Reserved. 10 Motivating Potential Score The strength of employee needs provide guidelines for managers. By combining the five characteristics of the job characteristic model into a single index, we can reflect the overall potential for a job to trigger high internal work motivation. MPS = Skill variety Task identity + Task significance + 3 AutonomyFeedbackxx

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ All Rights Reserved. 11 Total Quality Management (TQM) Total Quality Management is a process seeking continuous improvement throughout the organization, involving all employees and driven by customer satisfaction.

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ All Rights Reserved. 12 The PDCA Model Do Check Act A model for continuous improvement: Plan

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ All Rights Reserved. 13 Continuous Improvement Reengineering* means rethinking and redesigning processes to add value to the organization. * Coined by Michael Hammer

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ All Rights Reserved. 14 Work Redesign Considerations Job rotation – This is often referred to as cross-training. The operator simply moves from one job to another. This may be necessary for health and safety reasons.

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ All Rights Reserved. 15 Work Redesign Considerations Job enlargement is a horizontal expansion of the job. Job enrichment is a vertical expansion of the job. The operator is involved in planning and decision-making.

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ All Rights Reserved. 16 Work Redesign Considerations Work schedules: flextime shorter workweek Job sharing: hours are shared by two or more people. Telecommuting with the aid of computers, employees work from home.

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ All Rights Reserved. 17 Training and Development Orientation training Introduction to organization’s culture On-the-job training (OJT) Cross-training Off-the-job training Audio and videotapes Lectures Role-playing and games Case studies Computer-based training

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ All Rights Reserved. 18 Performance Evaluation What is evaluated? Objective task measurements Behaviors Traits Who should do the evaluation? Immediate supervisor Peer evaluation Self-evaluation Immediate subordinate(s) 360-degree evaluation

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ All Rights Reserved. 19 Retaining Employees Making the organization a family-friendly work place. Issues to be addressed: Single parent families. Workforce is getting older. Both spouses working. Care for elderly. More diversity in the workplace. Better educated workforce

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ All Rights Reserved. 20 Summary The proper design of a job is essential to a worker’s motivation, success and safety. The five characteristics to consider in designing a job are: skill variety. task identity. task significance. autonomy. feedback.

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ All Rights Reserved. 21 Summary Total Quality Management (TQM) seeks continuous improvement throughout the organization, involving all the employees and is driven by customer satisfaction.

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ All Rights Reserved. 22 Summary The PDCA Model for TQM is made up of four parts: plan. do. check. act.

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ All Rights Reserved. 23 Summary Work redesign challenges the organization to improve productivity through job enlargement, job rotation, or job enrichment.

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ All Rights Reserved. 24 Summary Flexible work schedules, training and worker development are important to an organization’s ability to stay competitive. Performance evaluations can provide the opportunity for feedback and can lead to positive results.