Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri Chapter Six Analysis and design of work

Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri 6-2 Analysis and design of work Objectives 1 Analyse a work-flow process, identifying the output, activities and inputs in the production of a product or service. 2 Understand the importance of job analysis in human resource management. 3 Choose the right job analysis technique for a variety of human resource activities. 4 Identify the tasks performed and the skills required in a given job.

Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri 6-3 Analysis and design of work Objectives (continued) 5 Understand the different approaches to job design. 6 Comprehend the trade-offs among the various approaches to designing jobs. 7 Identify approaches to the management of human capital in various employment modes.

Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri 6-4 Job analysis and job design Job analysis –The process of getting detailed information about jobs. Job design –The process of defining the way work will be performed and the tasks that will be required in a given job.

Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri 6-5 Work-flow analysis and organisation structure The process of analysing the tasks necessary for the production of a product or service, prior to allocating and assigning these tasks to a particular job category or person.

Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri 6-6 Figure 6.1 Developing a work-unit activity analysis

Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri 6-7 Organisation structure The relatively stable and formal network of vertical and horizontal interconnections among jobs that constitute the organisation. – Centralisation  The degree to which decision-making authority resides at the top of the organisational chart. – Departmentation  The degree to which work units are grouped according to functional similarity or similarity of work flow.

Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri 6-8 Figure 6.2 The functional structure Source: Adapted from J.A. Wagner & J.R. Hollenbeck, Organizational Behavior: Securing Competitive Advantage, 3rd edn, Prentice- Hall, Englewood Cliffs, NJ, Reprinted with permission.

Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri 6-9 Figure 6.3 The divisional structure: product structure

Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri 6-10 Figure 6.4 The divisional structure: geographic structure

Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri 6-11 Figure 6.5 The divisional structure: client structure

Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri 6-12 Job analysis and other HRM activities Work redesign HR planning Selection Employee training and development Performance management Career planning Job evaluation

Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri 6-13 Job analysis information Job description –A list of the tasks, duties and responsibilities (TDRs) that a job entails. Job specification –A list of the knowledge, skills, abilities and other characteristics (KSAOs) that an individual must have to perform a job.

Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri 6-14 Job analysis methods Position Analysis Questionnaire (PAQ) Task analysis inventory Fleishman Job Analysis Survey (F-JAS)

Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri 6-15 Job design Motivational approach Mechanistic approach Biological approach Perceptual-motor approach

Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri 6-16 Job design approachPositive outcomesNegative outcomes Motivational Mechanistic Biological Perceptual-motor Higher job satisfaction Higher motivation Greater job involvement Higher job performance Lower absenteeism Decreased training time Higher utilisation levels Lower likelihood of error Less chance of mental overload and stress Less physical effort Less physical fatigue Fewer health complaints Fewer medical incidents Lower absenteeism Higher job satisfaction Lower likelihood of error Lower likelihood of accidents Less chance of mental overload and stress Decreased training time Higher utilisation levels. Increased training time Lower utilisation levels Greater likelihood of error Greater chance of mental overload and stress Lower job satisfaction Lower motivation Higher absenteeism Higher financial costs because of changes to equipment or job environment Lower job satisfaction Lower motivation Table 6.5 Summary of outcomes from the job design approaches

Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri 6-17 The contemporary organisational context for job analysis and job design Human capital – The knowledge, skills, abilities and other characteristics (KSAOs) of employees. Knowledge work – Usually involves the research and development of new products and/or services; performed by knowledge workers. Knowledge worker – A highly-skilled employee whose work utilises theoretical and analytical knowledge, acquired via formal education.

Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri 6-18 The contemporary organisational context for job analysis and job design Offshoring – The movement of jobs to other countries, usually to take advantage of lower costs. Emotional labour – Jobs in which employees are required to adhere to rules regarding the expression of emotions. This is often evident in front-line customer service jobs. High involvement work processes (also see high commitment HRM) – A management approach that emphasises employee engagement, participation in decision making and systemic relationships between technical, social and other organisational elements.

Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri 6-19 Figure 6.7 Human capital characteristics and employment modes Uniqueness Strategic value Quadrant 1. Knowledge-based employment (commitment-based HR configuration) Quadrant 2. Job-based employment (productivity-based HR configuration) Quadrant 3. Contractual work arrangements (compliance-based HR configuration) Quadrant 4. Alliances / Partnerships (collaborative-based HR configuration) High Low High (Source: David P. Lepak & S.A.Snell, Examining the human resource architecture: The relationships among human capital, employment and human resource configurations, at p. 520)

Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri 6-20 Summary Effective implementation of organisational strategy relies on attention to work-flow analysis, job analysis and job design. Managers need to understand the entire work-flow process in their work unit. Managers need clear, detailed information about jobs, obtained via job analysis. Desirable work outcomes for employees include motivation, satisfaction, safety, health and achievement. The work context and types of jobs have changed dramatically in recent years. Various employment modes are used by firms today, and there are HRM challenges associated with each employment mode.