Managing Work Flows and Conducting Job Analysis. Describe organization structures Factors influencing worker motivation Conducting a job analysis, preparing

Managing Work Flows and Conducting Job Analysis

• Describe organization structures

• Factors influencing worker motivation

• Conducting a job analysis, preparing job descriptions and specifications

• Applying flexible work design

• HRIS policies and procedures

In This Section…

Work: Organizational Perspective

Organizational Structure: refers to the formal or informal relationship between people in an organization.

Work Flow: the way work is organized to meet the organization’s production or service goals

Work: Organizational Perspective (Cont.)

Business strategy = Establishing Long Term Goals based on: Analysis of environmental opportunities and threat Conducting a realistic appraisal of how the business can deploy its

assets to compete most effectively – this includes its human assets

Business Strategy Determines Organization

Structure


Example:

A Defender Strategy (stable market, established product)

Extensive division of labor

Hierarchies of jobs assigned to functional units

Centralized management – chain of command


Example:

A Prospector Strategy (uncertain environ., new products)

Decentralized

Workers can make decisions


Bureaucratic

•consist of hierarchies with many levels of management and are driven by a top-down, or command and control approach in which managers provide considerable direction and have considerable control over others.

Flat

•have only a few levels of managers and emphasize a decentralized approach to management which encourages high employee involvement in business decisions.

Boundaryle

ss

•enable organizations to form relationships (joint ventures, intellectual property, marketing distribution channels, or financial resources) with customers, suppliers, and/or competitors.


Bureaucratic Organizations are based on: Top-down approach w/many levels of

management – command and controlHierarchical career paths within one functionFunctional division of laborWork specializationEmployees working independently

Defender Business Strategy


A Bureaucratic Organization:


A Bureaucratic Organization:


Flat Organizations are based on:Rapid respond to customers' needs or changes in

the business environmentUseful for organizations that are implementing a

total quality management (TQM) strategyStrong emphasis on teams Broadly defined jobs – cross functionalFewer levels of managementGeneral job descriptions


A Flat Organization:


Boundaryless Organizations:Collaborate with customers or suppliers to provide

better quality products or servicesEnter foreign markets that have entry barriers to foreign

competitorsNeed to manage the risk of developing an expensive

new technology.


Boundaryless organizations share many of the characteristics of flat organizations, with a strong emphasis on teams


Work Flow Analysis:• Examines how work creates or adds value to the

ongoing processes in a business • Looks at how work moves from the customer (the demand

source) through the organization to the point at which the work leaves the organization as a product or service for the customer (to meet the demand)

• Often reveals that some steps or jobs can be combined, simplified, or even eliminated

• In other cases, it results in the reorganization of work so that teams rather than individual workers are the source of value creation


Work Flow Analysis Example


Business Process Reengineering (BPR):

Focus is not just on eliminating layers of management, but rather a fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in costs, quality, service, and speed.

• Competitive Position: Cost,

In any organization TEAMS are important

TEAMS = small number of people with complimentary skills who work toward common goals for which they hold themselves mutually accountable

Work: The Group Perspective


• Self-Managed Teams: responsible for producing an entire product, a component, or an ongoing service - often, these teams are trained in technical, administrative, and interpersonal skills. Members are cross-trained on the different tasks assigned to the team.

• Problem-Solving Teams: do not affect an organization's structure because they exist for only a limited period. They are often used when organizations decide to pursue a TQM effort by making improvements in the quality of a product or service.

Work: The Group Perspective (Cont)


• Special-Purpose Teams: consist of members who span functional or organizational boundaries and whose purpose is to examine complex issues such as introducing new technology, improving the quality of work process, or encouraging cooperation between labor and management in a unionized setting.

• Virtual Teams: uses interactive computer technologies such as the internet to work together despite being separated by physical distance. Virtual teams allow organizations to position individuals who might not be otherwise available to teams.

Work: The Group Perspective (Cont)

Motivation = that which energizes, directs and sustains human behavior, do best job possible, behavior directed to a goal

Work: The Individual Perspective

Hertzberg’s Two-Factor Theory: factors that are satisfying and dissatisfying (motivators & maintenance)

Work: The Individual Perspective (Cont.)

•The work•Achievement•Recognition•Responsibility•Opportunities

for advancement

Motivators

•Company policies

•Working Condition

•Job security •Salary•Employee

benefits•Relationships

Maintenance (Hygiene)

Hertzberg’s Two-Factor Theory: implications for Job Design:


Jobs designed to provide as many motivators as possible

Making external changes in hygiene factors not likely to

sustain improvement in motivation over the long run


More Motivation Theories:

Work Adjustment Theory: which says that motivation and job satisfaction depend on the fit between the employee's abilities or needs and the job and organizational characteristics

Goal-Setting Theory: suggests that employees' goals explain motivation and performance , goals that are clear and challenging result in higher levels of motivation


More Motivation Theories:

Job Characteristics Theory: employees will be more motivated to work and more satisfied with their jobs to the extent that jobs contain certain core characteristics – determined by an individual’s need for growth


Designing Jobs & Conducting Job Analysis

Job Design = the process of organizing work into tasks required to perform a specific job• All theories of employee motivation suggest that

jobs can be designed to increase motivation and performance.

• Three important influences on job design: • work flow analysis• the strategy of the business

• the organizational structure that best fits that strategy


Job Design Approaches: • Work Simplification

• Simple, repetitive task that maximize efficiency • Assigns most of the thinking to managers & supervisors• Can lead to high degrees of specialization that is not value added

and can not readily adapt to a changing environment• Job Enlargement & Job Rotation

• Can reduce fatigue and boredom• Expands job duties • Limited in that it focuses on only one aspect of job motivation

• Job Enrichment• More opportunities for job autonomy and feedback• Limited by technology and employee capabilities

• Team-Based Job Design• Focused on team rather than individual• Cross training used w/Flat & Boundaryless organizational

structures


Job Analysis = systematic data gathering and information organization with respect to a job. It identifies the tasks, duties and responsibilities of a particular job.

Work Flow Analysis Jobs Designed

Define & Communicate

Job Expectations


Job Analysis usually performed by HR or the job incumbent

Interviews Observation

Diaries Questionnaires

Methods of Gathering Job Information


Uses of Job Analysis:• Comply with Government regulations• Recruitment• Selection• Performance Appraisal• Compensation• Training and Development


Job Analysis Techniques

Task Inventory Analysis:• Task analysis is conducted to identify the details of

specified tasks, including the required knowledge, skills, abilities, (KSA) and personal characteristics required for successful task performance.• Three Steps = Interview Survey Generation of task

by KSA matrix• Two major benefits: Systematic & tailor-made

Job Descriptions

A job description is a portrait of a job. It may be specific (a detailed summary) or general (associated with work flow strategies that emphasize innovation, flexibility, and loose work planning). Regardless, it is a written document that identifies, defines, and describes a job in terms of its duties, responsibilities, working conditions, and specifications.

Job Descriptions (Cont.)

Job descriptions have four key elements:

Identification Information

Job Summary

Job Duties and Responsibilities

Job Specifications and Minimum Qualifications

The Flexible Workforce

Core Workers: those having full-time jobs with an employer

Contingent Workers: those having a tentative relationship with an employer – include:

• Temporary Employees• Part-Time Employees• Outsourcing/Subcontracting• Contract Workers• College Interns

The Flexible Workforce

Flexible Work Schedules

• Flexible Work Hours• Core time/flextime

• Compressed Workweeks• Telecommuting

Human Resource Information Systems (HRIS)

Systems used to collect, record, store, analyze, and retrieve data concerning an organization's human resources

HRIS Applications: hardware and software applications that work together to help managers make HR decisions – include:

Employee Information

Applicant Tracking

Hiring Procedures

Goal Setting Systems

Skills Inventory

Payroll

Benefits Administration

Employee Self-Service

Human Resource Information Systems (HRIS)

HRIS Security and Privacy:• The HR department must develop policies and guidelines to protect

the integrity and security of the HRIS so that private employee information does not fall into the wrong hands.

Documents

Managing Work Flows and Conducting Job Analysis. Describe organization structures Factors influencing worker motivation Conducting a job analysis, preparing