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HRM A: Work process design Overview. Assumptions underlying work and organizational design (from Ulich, 1998). Assumptions underlying work and organizational design (from Ulich, 1998). The five principles of Taylorism. Separation of planning and doing - PowerPoint PPT Presentation
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HRM A – G. Grote ETHZ, WS 06/07
HRM A: Work process design
Overview24.10. Introduction; Work and organizational perspective on HRM
31.10. Organization as socio-technical system; Management of uncertainty in organizations as basis for process design
7.11. Methods for analyzing wor k processes
14.11. Tutorial Work process analysis
21.11. Job design: Effects f or motivation, competence development and health
28.11. Tutorial Job analysis
5.12. Job and organizational design embedded i n organizational change
12.12. Methods for work process design
19.12. Key factors in HRM: Motivation , satisfaction, performance
9.1. Assumptions about human nature as core of job and organizational design
16.1. Interaction of "fit task to human" and "fit human to task"
23.1. Discussion of student projects
30.1. Hans Vogt (Head of Safety SBB): Using work process design to anticipate HR-requirements; Review of lectur e - exam preparation
HRM A – G. Grote ETHZ, WS 06/07
Assumptions underlying work and organizational design (from Ulich, 1998)
Assumption about human nature
Economic man Social man Self-actualizing man
Complex man
Assumption about organizations
Technical system
Social system Soziotechnical system
Design concept Tayloristic rationalization
Human Relations
Job enrichment Individualization
Organizational strcuture
Centralized; individual tasks
Centralized; group-oriented
Decentralized; individual and group tasks
Assessment criteria
Efficiency; occupational health
Satisfaction; psychosocial well-being
Personal development
HRM A – G. Grote ETHZ, WS 06/07
Assumptions underlying work and organizational design (from Ulich, 1998)
Assumption about human nature
Economic man Social man Self-actualizing man
Complex man
Assumption about organizations
Technical system
Social system Soziotechnical system
Design concept Tayloristic rationalization
Human Relations
Job enrichment Individualization
Organizational strcuture
Centralized; individual tasks
Centralized; group-oriented
Decentralized; individual and group tasks
Assessment criteria
Efficiency; occupational health
Satisfaction; psychosocial well-being
Personal development
HRM A – G. Grote ETHZ, WS 06/07
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 more 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– Definition of 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
HRM A – G. Grote ETHZ, WS 06/07
Assumptions underlying work and organizational design (from Ulich, 1998)
Assumption about human nature
Economic man Social man Self-actualizing man
Complex man
Assumption about organizations
Technical system
Social system Soziotechnical system
Design concept Tayloristic rationalization
Human Relations
Job enrichment Individualization
Organizational strcuture
Centralized; individual tasks
Centralized; group-oriented
Decentralized; individual and group tasks
Assessment criteria
Efficiency; occupational health
Satisfaction; psychosocial well-being
Personal development
HRM A – G. Grote ETHZ, WS 06/07
Discovery of social man: Human Relations movement
Hawthorne Studies
(1) Study on the relationship between lighting and performance based on tayloristic rationalization -> performance increases throughout the study, even when lighting is reduced again to "moon light quality"
(2) Study on the relationship between breaks and performance based on tayloristic rationalization-> Performance increases independent of design of breaks “Hawthorne effect”: Social factors are crucial for
behavior, e.g. social attention through being studied
(3) Systematic support for group cohesion influences performance through formation of group norms
HRM A – G. Grote ETHZ, WS 06/07
Assumptions underlying work and organizational design (from Ulich, 1998)
Assumption about human nature
Economic man Social man Self-actualizing man
Complex man
Assumption about organizations
Technical system
Social system Soziotechnical system
Design concept Tayloristic rationalization
Human Relations
Job enrichment Individualization
Organizational strcuture
Centralized; individual tasks
Centralized; group-oriented
Decentralized; individual and group tasks
Assessment criteria
Efficiency; occupational health
Satisfaction; psychosocial well-being
Personal development
HRM A – G. Grote ETHZ, WS 06/07
Criteria for humane work tasks (from Ulich, 1998)
Promotion of physical health • Tasks which are not detrimental to physical and psycho-physiologicalwell-being
Promotion of psycho-social health • Tasks which are not detrimental to psycho-social well-being
Completeness • Taks which include planning, execution, feedback, and correction
Variety • Tasks with different cognitive and physical demands
Social interaction • Tasks which require or allow cooperation
Development Autonomy • Tasks with decision latitudeeof personality Learning and
development• Tasks which require the use of existing qualifications and the
acquisition of new qualifications
Time control • Tasks with time buffers in planning and execution
Meaning • Tasks whose outcomes are useful for society
Task compatibility • Tasks whose demands are compatible with qualifications andexpectations
HRM A – G. Grote ETHZ, WS 06/07
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.
HRM A – G. Grote ETHZ, WS 06/07
Assumptions underlying work and organizational design (from Ulich, 1998)
Assumption about human nature
Economic man Social man Self-actualizing man
Complex man
Assumption about organizations
Technical system
Social system Soziotechnical system
Design concept Tayloristic rationalization
Human Relations
Job enrichment Individualization
Organizational strcuture
Centralized; individual tasks
Centralized; group-oriented
Decentralized; individual and group tasks
Assessment criteria
Efficiency; occupational health
Satisfaction; psychosocial well-being
Personal development
HRM A – G. Grote ETHZ, WS 06/07
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
HRM A – G. Grote ETHZ, WS 06/07
Assumptions about human nature (Schein, 1988)Economic man
- Employees are primarily motivated by economic incentives and will do whatever affords them the greatest economic gain.
- Since economic incentives are under the control of the organization, the employee is essentially a passive agent to be manipulated, motivated and controlled by the organization.
- Feelings are, by definition, irrational and, therefore, must be prevented from interfering with a person's rational calculation of self-interest.
- Organizations can and must be designed in such a way as to neutralize and control people's feelings.
Social man - Social needs are the prime motivator of human behavior, and interpersonal relationships the prime shaper of a sense of
identity.
- As a result of the mechanization entailed in the Industrial Revolution, work has lost much of its intrinsic meaning, which now must be sought in social relationships on the job.
- Employees are more responsive to the social forces of the peer group than to the incentives and controls of management.
- Employees are responsive to management to the extent that a supervisor can meet a subordinate's needs for belonging, for acceptance. and for a sense of identity.
Self-actualizing man - There are physiological, safety, affiliative, self-esteem and self-actualization needs; people seek a sense of accomplishment
in their work, especially if other needs are more or less fulfilled. - Employees are capable of using autonomy and independence based on a long-range time perspective, development of
necessary skills, and flexible adaptation to circumstances. - People are primarily self-motivated and self-controlled; externally imposed incentives and controls are likely to be
threatening and to reduce motivation. - If given a chance, employees will voluntarily integrate their own goals with those of the organization. Complex man - Human needs fall into many categories and vary according to stage of development and total life situation. - Needs and motives interact and combine into complex motive patterns; new motives are learned through organizational
experience. - If the job itself consists of a variety of skills, numerous motives may be operative at different times and for different tasks.
HRM A – G. Grote ETHZ, WS 06/07
Case: Work organization in an insurance company
In an insurance company, standard claims are processed with the aid of a computer system. Eachwork unit handles only claims of one type of insurance (liability, accident, home etc.); additionallywithin each group, employees are specialized in particular types of claims (bicycle accidents, caraccidents etc.). The time spent daily at the computer system is about 6 hours. The main work is theregistering of the claim. The actual processing and decision on accepting or rejecting the claim are ofminor importance as the cases are usually quite clear. Although the demands on t he employees'qualifications are thus fairly low, all employees are highly skilled. Working conditions like lighting,room climate, furnishing and compu ter ergonomics are good due to a recent refurbishing whichinvolved ergonomics specialists. Complaints about monotony, headaches and isolation have howeverbecome quite frequent recently and some employees have already announced their intention to quit,to the astonishment of the unit head. Additionally, an increase in automatically registered errors wasfound as well as a decrease in performance of some of the employees.
Imagine yourself as a consultant to the insurance company. Adopt the four views on humanmotivation and answer the following two questions from each of these viewpoints:- How would you describe the main problems in this work unit?- Which solutions would you suggest to the company?
HRM A – G. Grote ETHZ, WS 06/07
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.
HRM A – G. Grote ETHZ, WS 06/07
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.”
HRM A – G. Grote ETHZ, WS 06/07
Formerly
Fir
m $
t
Em
plo
yee
Legal and psychological contracts
Job security
Hard WorkLoyalty E
mp
loye
e
Fir
m
Today
Em
plo
yee
t + Goal achievement
Fir
m $ + Goals
Hard WorkLoyalty
Employability
Em
plo
yee
Fir
m
Work flexibility, Downsizing
Legal contract
Psychological contract
HRM A – G. Grote ETHZ, WS 06/07
Flexible working: Change from a tradtional to a new contract? (Raeder & Grote, 2001)
Traditional contract New contract
Job security / Life-long employment
Flexibility / Accepting insecurity
Internal promotion Internal development
Specialization Goal / Performance orientation
Loyalty/ Identification
Employability / Focus on own competencies
HRM A – G. Grote ETHZ, WS 06/07
Fit between expectations and offers – Employee perspective
Degree of company flexibility Content of psychological contract
low medium high
Learning opportunities -- -- --
Security - -- ---
Company offer - Employee expectation
Professional development - --- --
Flexibility + - --
Performance orientation = = =
Employee offer - Company expectation
Skill spectrum = + =
HRM A – G. Grote ETHZ, WS 06/07
(Non-)Fit of employer offers and employee expectations (Wittekind, Raeder & Grote, 2005)
Security and commitment
Learning opportunities in work task
Opportunities for development within the firm
Competence development
Participation in decision-making
Flexibility
-1.5 -1.0 -0.5 0.0 0.5 1.0 1.5
Unt. A (Sicht Mitarbeitende) Unt. B (Sicht Mitarbeitende)Unt. C (Sicht Mitarbeitende) Unt. D (Sicht Mitarbeitende)Unt. E (Sicht Mitarbeitende) Unt. A (Sicht Führung)Unt. B (Sicht Führung) Unt. C (Sicht Führung)Unt. D (Sicht Führung) Unt. E (Sicht Führung)
HRM A – G. Grote ETHZ, WS 06/07
(Non-)Fit of employee offers and employer expectations (Wittekind, Raeder & Grote, 2005)
Performance orientation
Employee flexibility
Loyalty
Employability
-1.5 -1.0 -0.5 0.0 0.5 1.0Unt. A (Sicht Mitarbeitende) Unt. B (Sicht Mitarbeitende)Unt. C (Sicht Mitarbeitende) Unt. D (Sicht Mitarbeitende)Unt. E (Sicht Mitarbeitende) Unt. A (Sicht Führung)Unt. B (Sicht Führung) Unt. C (Sicht Führung)Unt. D (Sicht Führung) Unt. E (Sicht Führung)
HRM A – G. Grote ETHZ, WS 06/07
Career orientations in Switzerland (Swiss HR-Barometer 2006, Grote & Staffelbach)
Versus Looking ahead at your work life, which of the following would you choose?
%
Being employable in a range of jobs 52 48 Having job security
Managing your own career 80 20
Having your organization manage your career for you
A short time in lots of organizations 25 75 A long time with one organisation
A series of jobs at the same kind of level
46 54 Striving for promotion into more senior posts
Living for the present 45 55 Planning for the future
Work as marginal to your life 16 84 Work as central to your life
A career is not important to you 66 34
Career success is very important to you
Commitment to yourself and your career
51 49 Commitment to the organisation
Traditional career Independent career Disengaged career
HRM A – G. Grote ETHZ, WS 06/07
Career orientations in Switzerland (Swiss HR-Barometer 2006, Grote & Staffelbach)
Traditional career - 39%more men, lower education level, longer tenuremore participation, more personnel development more employer offers (especially job security, loyalty, career opportunities)higher commitment, higher life satisfaction, higher work-life balance
Independent career - 36%younger, higher education level, higher income, shorter tenure, more in insurance and banking, higher employabilitymore work flexibility, less personnel developmentmore expectations regarding interesting work, learning opportunities, and taking on responsibilitylower commitment, lower job satisfaction, higher intention to quit
Disengaged career - 13%more women, older, lower education level, lower incomeless participation, less personnel developmentlower expectationslower motivation, lower job satisfaction, lower life satisfaction
HRM A – G. Grote ETHZ, WS 06/07
Swiss HR-Barometer 2006:Factors influencing intention to quit
HRM A – G. Grote ETHZ, WS 06/07
Psychological contract as leadership instrumentPsychological contracts ...…complement and super-impose
legal contracts.…contain reciprocal, though not
necessarily correspon-ding expectations and offers between employee and employer.
…are derived from verbal agreements as well as from behaviors of contract partners and other members of the organization.
The more corresponding
and the more explicit the
agreement
the sounder the psychological contract.