1. 1-1 Human Resource Management Gaining a Competitive Advantage Chapter 4 The Analysis and Design of Work McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, All Rights Reserved.

2. 4-2 Learning Objectives After reading this chapter, you should be able to: Analyze an organization’s structure and work flow process, identifying the output, activities, and inputs in the production of a product or service. Understand the importance of job analysis in strategic and human resource management. Choose the right job analysis technique for a variety of human resource activities.

3. 4-3 Learning Objectives After reading this chapter, you should be able to: Identify the tasks performed and the skills required in a given job. Understand the different approaches to job design. Comprehend the trade-offs among the various approaches to designing jobs.

4. 4-4 Work-flow Analysis Work-flow analysis are useful in: –providing a means for the managers to understand all the tasks required to produce a high-quality product –providing the skills necessary to perform those tasks Work flow analysis includes: –analyzing work outputs –analyzing work processes –analyzing work inputs

5. 4-5 Raw Inputs - material - information Equipment - facilities - systems People - knowledge - skills - abilities ACTIVITY what tasks are required? OUTPUT - product/service - how measured? Developing a Workflow Analysis

6. 4-6 Organizational Structure Organization structure provides a cross- sectional overview of the static relationship between individuals and units that create the outputs. Two important dimensions of structure are: 1. Centralization 2. Departmentalization

7. 4-7 Structural Configuration Functional functional departmentalization high level of centralization high efficiency inflexible insensitive to subtle differences across products, regions, and clients Divisional workflow departmentalization low level of centralization semi-autonomous flexible and innovative sensitive to subtle differences across products, regions, and clients low efficiency

8. 4-8 The Importance of Job Analysis to HR Managers Job Analysis Work Redesign HR Planning Selection Performance Appraisal Job Evaluation Career Planning Training and Development

9. 4-9 The Importance of Job Analysis to Line Managers Managers must have detailed information about all the jobs in their work group to understand the work-flow process. Managers need to understand the job requirements to make intelligent hiring decisions. Managers must clearly understand the tasks required in every job.

10. 4-10 Job Analysis Information Job Description is a list of tasks, duties, and responsibilities (TDRs) Job Specification is a list of knowledge, skills, abilities, and other characteristics (KSAOs)

11. 4-11 Sample Job Description Job Title: Maintenance Mechanic General Description of Job: General maintenance and repair of all equipment used in the operations of a particular district. Includes the servicing of company used vehicles, shop equipment, and machinery used on job sites. 1. Essential duty (40%) Maintenance of Equipment 2. Essential duty (40%) Repair of Equipment 3. Essential duty (10%) Testing and Approval 4. Essential duty (10%) Maintain Stock Nonessential functions: Other duties assigned

12. 4-12 Job Analysis Methods Position Analysis Questionnaire (PAQ) Fleishman Job Analysis System (FJAS) Occupational Information Network (O*NET)

13. 4-13 Job Dimensions and Job Tasks of a University Professor Teaching prepares and presents lecture material in class Research prepares research reports for publication in journals Service serves on departmental committees as needed Consulting performs work for external organizations Advising gives career counseling advice to students

14. 4-14 Job Design Job design Job redesign Four approaches used in job design are: –mechanistic approach –motivational approach –biological approach –perceptual-motor approach

15. 4-15 Mechanistic Approach Has its roots in classical industrial engineering. Focuses on designing jobs around the concepts of: – task specialization –skill simplification –repetition Scientific management –is one of the earliest mechanistic approaches –sought to identify the one best way to perform the job through the use of time-and-motion studies

16. 4-16 Motivational Approach The motivational approach to job design focuses on the job characteristics that affects – the psychological meaning –motivational potential of job design. A focus on increasing job complexity through: –job enlargement –job enrichment –the construction of jobs around sociotechnical systems.

17. 4-17 Job Characteristics Model Core Job Dimensions Skill Variety Task Identity Task Significance Autonomy Feedback Psychological States Meaningful Work Responsibility for Outcome Knowledge of Results Work Outcomes High Motivation High Quality of Work High Satisfaction Low Absenteeism and Turnover A model of how job design affects employee reaction is the “Job Characteristics Model”.

18. 4-18 Biological Approach Comes primarily from the sciences of biomechanics, or the study of body movements Ergonomics The goal of this approach is to minimize the physical strain on the worker. Focuses on outcomes such as: – physical fatigue –aches and pains –health complaints

19. 4-19 Perceptual-Motor Approach Has its roots in the human-factors literature. Focuses on human mental capabilities and limitations. The goal is to design jobs that do not exceed people's mental capabilities. Tries to improve reliability, safety, and user reactions by designing jobs in a way that reduces the information processing requirements of the job.

20. 4-20 Trade-Offs among Different Approaches to Job Design Job Design Approach Positive Outcomes Negative Outcomes Motivational Mechanistic Biological Perceptual-Motor Higher job satisfaction Higher motivation Greater job involvement Lower absenteeism Decreased training time Higher utilization levels Lower likelihood of error Less chance of mental overload and stress Less physical effort Less physical fatigue Fewer health complaints Fewer medical incidences Lower absenteeism Higher job satisfaction Lower likelihood of error Lower likelihood of accidents Less chance of mental overload and stress Lower training time Higher utilization levels Increased training time Lower utilization 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 in equipment or job environment Lower job satisfaction Lower motivation