HRM | LESSON 2 - ANALYSIS AND DESIGN WORK

Work-flow design

process of analyzing 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.

Organization structure

relatively stable and formal network of vertical and horizontal interconnections among jobs that constitute the organization.

• Analyzing Work Outputs

• Analyzing Work Processes

• Analyzing Work Inputs

• 3 WORK-FLOW ANALYSIS

Equipment

technology and machinery necessary to transform the raw materials into the product.

• Centralization

• Departmentalization

2 Dimensions of Structure

Centralization

degree to which decision-making authority resides at the top of the organizational chart as opposed to being distributed throughout lower levels (in which case authority is decentralized).

Departmentalization

degree to which work units are grouped based on functional similarity or similarity of work flow.

Job analysis

process of getting detailed information about jobs. It is important for organizations to understand and match job requirements and people to achieve high-quality performance.

Work Redesign

detailed information about the existing job(s) must be available. In addition, redesigning a job will, in fact, be similar to analyzing a job that does not yet exist.

Human Resource Planning

managers analyze an organization‘s human resource needs in a dynamic environment and develop activities that enable a firm to adapt to change.

Selection

identifies the most qualified applicants for employment.

Performance Appraisal

deals with getting information about how well each employee is performing in order to reward those who are effective, improve the performance of those who are ineffective, or provide a written justification for why the poor performer should be disciplined.

Career Planning

entails matching an individual‘s skills and aspirations with opportunities that are or may become available in the organization.

Job Evaluation

process of job evaluation involves assessing the relative dollar value of each job to the organization to set up internally equitable pay structures.

Job description

list of the tasks, duties, and responsibilities (TDRs) that a job entails.

Tasks, duties, and responsibilities (TDRs)

are observable actions.

Job specification

list of the knowledge, skills, abilities, and other characteristics (KSAOs) that an individual must have to perform the job.

Knowledge

factual or procedural information that is necessary for successfully performing a task.

Skill

individual‘s level of proficiency at performing a particular task.

Ability

more general enduring capability that an individual possesses.

Position Analysis Questionnaire (PAQ)

standardized job analysis questionnaire containing 194 items.43 represent work behaviors, work conditions, and job characteristics that can be generalized across a wide variety of jobs.

Information input

Where and how a worker gets information needed to perform the job.

Mental processes

The reasoning, decision making, planning, and information processing activities that are involved in performing the job.

Work output

The physical activities, tools, and devices used by the worker to perform the job.

Relationships with other persons

The relationships with other people required in performing the job.

Job context

The physical and social contexts where the work is performed.

Job design

process of defining how work will be performed and the tasks that will be required in a given job.

Job redesign

changing the tasks or the way work is performed in an existing job.

MECHANISTIC APPROACH

MOTIVATIONAL APPROACH

BIOLOGICAL APPROACH

PERCEPTUAL–MOTOR APPROACH

Job Design Approaches:

MECHANISTIC APPROACH

identifying the simplest way to structure work that maximizes efficiency.

has roots in classical industrial engineering.

MOTIVATIONAL APPROACH

has roots in organizational psychology and management literature.

focuses on the job characteristics that affect psychological meaning and motivational potential, and it views attitudinal variables (such as satisfaction) as the most important outcomes of job design.

BIOLOGICAL APPROACH

comes primarily from the sciences of biomechanics (i.e., the study of body movements), work physiology, and occupational medicine, and it is usually referred to as ergonomics.

Ergonomics

concerned with examining the interface between individuals‘ physiological characteristics and the physical work environment.

PERCEPTUAL–MOTOR APPROACH

has roots in human-factors literature.

focuses on human mental capabilities and limitations.

generally tries to improve reliability, safety, and user reactions by designing jobs to reduce their information-processing requirements.