hrm week 7 2011.02.22 bb handouts
TRANSCRIPT
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Nature of Jobs and WorkNature of Jobs and Work
Dividing Work into Jobs
WorkEffort directed toward producing or
accomplishing results.
Job
A grouping of tasks, duties, and
responsibilities that constitutes the total work
assignment for an employee.
Mathis, Human Resource Management, 13th ed, 2011. Cengage.
Influences Affecting Jobs , People, andInfluences Affecting Jobs , People, and
Related HR Poli ciesRelated HR Poli cies
Nature of Work
OrganizationalValues
CustomerNeeds
OrganizationalStrategy
HR Activities Focusing on Jobs
• Job analysis • Recruiting
• Training and development
• Performance management
• Health, safety, and security
•
Employee relations • Compensation
JobsNeeded
People Neededfor Jobs
Mathis, Human Resource Management, 13th ed, 2011. Cengage.
DefinitionsDefinitions
Position - Collection of tasks and
responsibilities performed by one person;
there is a position for every individual in the
Job - Consists of group of tasks that must
be performed for organization to achieve its
goals
Mondy, Human Resource Management, 11 th ed, 2010. Prentice Hall.
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Job Analysis DefinedJob Analysis Defined
Job analysis is the process of studying jobs togather, analyze, synthesize and report
information about job responsibilities and
requ remen s an e con ons un er w c
work is performed.
Modified from Heneman and Judge (2009)
©SHRM 2009
Job Analysis DefinedJob Analysis Defined
A systematic way of gathering and analyzing
information about the content, context, and the
human requirements of jobs.
Work activities and behaviors
Interactions with others
Performance standards
Financial and budgeting impact
Machines and equipment used
Working conditions
Supervision given and received
Knowledge, skills, and abilities needed
Mathis, Human Resource Management, 13th ed, 2011. Cengage.
JobJob Analysis Analysis
Job analysis can be conducted for existing and
anticipated jobs
It is not necessary to have a job incumbent to
perform a job analysis.
basis.
An organization undergoing substantial changes
can use job analysis to plan for the future and to
assure that there will be a good match between the
organization’s skill needs and the employees’
capabilities.
©SHRM 2009
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DefinitionsDefinitions
A work group consisting of a director,
two secretaries, and fourphysiotherapists has 3 jobs and 7
.
Mondy, Human Resource Management, 11 th ed, 2010. Prentice Hall.
Historical PerspectiveHistorical Perspective
Frederick Taylor (1911) Scientific
Management Replaced rule-of-thumb work methods with
scientific study.
Scientifically select, train and develop workers.
Cooperate with workers to ensure that scientific
methods are followed.
Divide work such that managers apply scientific
principles and workers implement them.
Find the “one best way” to accomplish any task.
Utilized time and motion studies to analyze
tasks.
©SHRM 2009
Historical PerspectiveHistorical Perspective
Elton Mayo (1927-1932) Hawthorne
Studies
Informal organization affects productivity.
.
The workplace is a social system.
Work is more than tasks and duties.
©SHRM 2009
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Organizations in the New MillenniumOrganizations in the New Millennium
Evolving work methods X-ray, EHR
Organization structure interdisciplinary teams
epor ng re a ons psDifferent locations, virtual teams
Global demands 24/7 work
Knowledge workersMental vs manual
©SHRM 2009
Job Analysis: FoundationJob Analysis: Foundation of all HRof all HR
practicespractices
HRPlanning
StaffingLegal
Compliance
JOB ANALYSI
S
Training
PerformanceManagement
Safety&
Health
Rewards
EmployeeRelations
FoundationalFoundational
HR planning:
Work design.
Skills required.
Staffing:
Advertising in labor
Training:
Training needs for new
employees.
Training program content.
Training evaluation.
.
Selection criteria.
Selection methods.
Succession planning.
management:
Performance standards.
Evaluation criteria.
Appraisal forms and
methods.
Feedback and
communication with
employees.
©SHRM 2009
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FoundationalFoundational
Safety and health:
Training required.
Protective equipment
needed. Hazard communications.
Accommodations for
medical im airments
Employee relations:
Work rules, policies and
procedures.
Clear lines of authority andresponsibility.
Union work settings.
l lii l i i .
Rewards:
Value of each job for
compensation purposes.
FLSA status.
Pay adjustments.
l li
Recordkeeping.
Accommodations.
Training.
Compensation practices.
Equal employment
practices and affirmative
action.
©SHRM 2009
Job Analysis:Job Analysis:
HumanHuman Resource Management ToolResource Management Tool
Tasks Responsibilities Duties
Job Descriptions
Staffing
HR Planning
Training andDevelopment
Performance Appraisal
i
Job
Analysis Job Specifications
Knowledge Skills Abilities
Safety and Health
Employee and LaborRelations
Legal Considerations
Mondy, Human Resource Management, 11 th ed, 2010. Prentice Hall.
TaskTask--Based Job AnalysisBased Job Analysis
Duty Duty
Responsibility
TaskTask TaskTask
Mathis, Human Resource Management, 13th ed, 2011. Cengage.
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CompetencyCompetency--Based Job AnalysisBased Job Analysis
Competencies
Individual capabilities that can be linked to enhanced
performance by individuals or teams.
Technical competencies
Behavioral competencies
Reasons for using a competency approach:
To communicate valued behaviors within the organization
To raise competency levels throughout the organization
To emphasize people’s capabilities for enhancing the
competitive advantage of the organization
Mathis, Human Resource Management, 13th ed, 2011. Cengage.
Questions Job Analysis Should Answer Questions Job Analysis Should Answer
What physical and mental tasks does
worker accomplish?
When is job to be completed?
Where is job to be accomplished?
How does worker do job?
Why is job done?
What qualifications are needed to perform
job?
Mondy, Human Resource Management, 11 th ed, 2010. Prentice Hall.
DataData CollectedCollected
Through Job AnalysisThrough Job Analysis
Work Activities - Work activities and
processes; activity records; procedures
used; personal responsibility
- - behaviors, such as physical actions and
communicating on job; elemental motions for
methods analysis; personal job demands,
Mondy, Human Resource Management, 11 th ed, 2010. Prentice Hall.
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Information CollectedInformation Collected
Data, people, things.
Tasks or job functions:
What gets done on the job.
Essential functions.
Scope of responsibility:
Supervision received.
Supervision provided.
Tools and equipment used on the job:
Computer software.
Hand tools.
Job-related equipment.
©SHRM 2009
Information CollectedInformation Collected
Work context and environment:
Physical environment (discomfort, hazards).
Work schedule (hours, days).
Travel required.
Social/relationship factors:
Nature of social contacts.
Level of social contact.
Decision-making authority:
Judgment and discretion.
©SHRM 2009
Information CollectedInformation Collected
Personal and physical demands of the job:
Stand, sit, reach, lift, walk.
Knowledge, skills and abilities required to
perform job tasks:
Education.
Experience.
Certification (desired) and licensure
(required):
Certification (HR).
Board licensure (physician, engineer).
©SHRM 2009
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Job Requirements MatrixJob Requirements Matrix
Tasks KSAs
Specific
Tasks
Task
Dimensions
Importance
(% of time)
Nature Importance to
tasks (1-5)
Arrange
schedules with
office assistant to
Supervision 30% Knowledge of
office policies
and operations.
4.9
ensure that office
is staffed.
Assign office
tasks to office
assistant and
volunteers.
Supervision Knowledge of
office policies
and operations.
Type/transcribe
letters, memos
and reports.
Word processing 20% Knowledge of
typing formats
and software.
3.1
Heneman and Judge, Staffing Organizations, 2009.©SHRM 2009
Job Analysis ProcessJob Analysis Process
Job Analysis ProcessJob Analysis Process
Steps in the Job Analysis Process1. Determine who will do the analysis and
get top management buy in to the
process.
.
success of the company and have a
sufficient number of employees in
them.
3. Review what has already been written
about the job.
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Job Analysis ProcessJob Analysis Process
4. Select job agents, such as incumbents, supervisors
or job analysts.
5. Collect job information through interviews,questionnaires and observations
6 Create a ob descri tion that identifies skills effort. ,
responsibilities and working conditions of the job.
7. Creating Job Specifications. The final step uses
job analysis information to create job specifications.
Job specifications identify the knowledge, skills,
and abilities that workers need in order to perform
the tasks listed in the job description.
Job Analysis ProcessJob Analysis Process
Robert D. Gatewoodand Hubert S. Field, Human Resource Selection, 5th ed. (Cincinnati, OH: South-Western, 2001).
Data SourcesData Sources
Could be based on number of factors: How many job incumbents there are.
The purpose for the job analysis.
The cost and time constraints for the process.
Job incumbent Having a job incumbent is not always necessary
Very reliable
Know the job tasks
Caveat: bias, job inflation
©SHRM 2009
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Data SourcesData Sources
Supervisor or manager Excellent data source
Need their cooperation for standards orperformance and job description
Former jobholders Knowledgeable
Did the work
Less bias
Might have forgotten
©SHRM 2009
Data SourcesData Sources
Job analyst Outside expert
Skilled
Objective
Subject matter experts (SMEs) For complex jobs
Might perform the job in another organization
Very knowledgeable
©SHRM 2009
Data SourcesData Sources
Industry resources Have job descriptions available
AMA, ANA
Professional or anizations Benchmark job descriptions
SHRM
©SHRM 2009
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DiscussionDiscussion
What Sources for Job Analysis in a
healthcare organization would youuse?
Occupational Information NetworkOccupational Information Network
Occupational Titles online on O*NET.
ompre ens ve searc a e a a ase:
http://online.onetcenter.org
O*Net Homepage
O*NET Resource Center, www.onetcenter.org/content.html
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Data Collection MethodsData Collection Methods
Observation
Work sample
Work diary
Interviews
Questionnaires
Perform the job
Background records
Employee Records
Multiple methods
©SHRM 2009
ObservationObservation
Directly observe job incumbents performing the job
duties, work sample or job segments.
Can also be observed indirectly via video or
audiotape: Hazardous jobs (airline pilot, surgeon, construction).
High-risk jobs (nuclear power plant).
Best when job/task is repetitive and short cycle.
Good for manual jobs and tasks.
Often insufficient if used alone
Not good for nonrepetitive, long-cycle jobs and
tasks.
Not good for creative or “thinking” jobs and tasks.
©SHRM 2009
Work SampleWork Sample
Observe samples of critical job tasks.
Best when job or task is repetitive and short
cycle.
Good for manual jobs and tasks.
Not good for nonrepetitive, long-cycle jobs andtasks.
Not good for creative or “thinking” jobs and tasks.
Choosing the “right” or most representative tasks:
Scientifically sample the job tasks to choose appropriate
tasks.
©SHRM 2009
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Work DiaryWork Diary
Description of daily activities maintained for
a period of time:
Calendar, day planner.
Best when job or task is nonrepetitive, long
cyc e.
Good for creative or “thinking” jobs/tasks.
Requires great discipline on diary-keeper’s
part.
Accuracy may be questionable.
©SHRM 2009
InterviewsInterviews
Individual or group interviews:
Job incumbents.
Supervisor.
Former job holders.
Clients.
Subject matter experts (SMEs).
Generates “deep” information:
Qualitative data is rich.
Time-consuming and expensive.
Lacks anonymity.
Subject to interviewer‘s skill level.
©SHRM 2009
QuestionnaireQuestionnaire
Structured form or checklist.
Paper and pencil or computer-based.
Commonly used method.
Standardized in content and format.
Good for accessing large numbers of responses.
uan a ve a a.
Economical.
Anonymous.
Downside is possible deficiency of
questions/content areas assessed.
Assumes incumbent literacy and intelligence.
©SHRM 2009
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Typical Areas Covered in aTypical Areas Covered in a
Job Analysis QuestionnaireJob Analysis Questionnaire
Mathis, Human Resource Management, 13th ed, 2011. Cengage.
Perform the JobPerform the Job
Job analyst performs the job duties as
described by job incumbent and/or
supervisor.
First-hand exposure to job tasks and
context rovides rich, relevant data.
Time-consuming.
Potential safety risks.
Assumes a certain level of skill to perform
the tasks.
©SHRM 2009
Background RecordsBackground Records
Data mining of relevant materials such as: Organizational charts.
Training manuals.
Policies and procedures.
Payroll records. Production records.
Call sheets.
A good starting point.
Documents may not exist in usable form.
Documents may be out of date.
©SHRM 2009
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Multiple MethodsMultiple Methods
For best result, use multiple methods.
Balance time and cost constraints.
Balance the strengths and weaknesses ofeach method.
No ma ic formula to determine how man
methods are ideal or which methods to
combine for a given job.
Ideally, obtain both quantitative and
qualitative data.
©SHRM 2009
Multiple MethodsMultiple Methods
Clerical and administrative jobs:
questionnaires supported by interviews
and limited observation
interviews supplemented by extensive
work observations may provide
necessary data
DiscussionDiscussion
What Methods for Job Analysis in a
healthcare organization would you
use?
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Other MethodsOther Methods forfor Conducting Job AnalysisConducting Job Analysis
Department of Labor Job Analysis
Schedule
Functional Job Analysis
Critical Incident Technique
Position Analysis Questionnaire (PAQ)
Management Position Description
Questionnaire
Guidelines-Oriented Job Analysis
Mondy, Human Resource Management, 11 th ed, 2010. Prentice Hall.
Department of Labor Job Analysis ScheduleDepartment of Labor Job Analysis Schedule
Structured job analysis questionnaire that
uses a checklist approach to identify job
elements
Focuses on eneral worker behaviors
instead of tasks
Some 194 job descriptors relate to job-
oriented elements
Mondy, Human Resource Management, 11 th ed, 2010. Prentice Hall.
Functional Job AnalysisFunctional Job Analysis
Concentrates on the interactions among the
work, the worker, and the organization
Modification of the job analysis schedule
Assesses specific job outputs and identifies job tasks in terms of task statements
Seven scales
(1) Things, (2) Data, (3) People, (4) Worker
Instructions, (5) Reasoning, (6) Math, and
(7) Language
Mondy, Human Resource Management, 11 th ed, 2010. Prentice Hall.
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Critical Incident TechniqueCritical Incident Technique
Interviews incumbents and/or other jobexperts
Identifies good and bad on-the-job behaviors. Job agents are asked to generate a number
consider particularly helpful or harmful foraccomplishing work.
Each statement includes a description of thesituation and the actions that determinedwhether the outcome was desirable orundesirable.
Stewart, Human Resource Management, 2nd ed, 2011. John Wiley & Sons, Inc.
Position Analysis QuestionnairePosition Analysis Questionnaire
Focuses on general worker behaviors instead of tasks
194 job descriptors relate to job-oriented elements isa structured questionnaire that assesses the workbehaviors required for a job. Such as: Information input —where and how a worker obtains needed
information such as education and or experience.
i i i i i i i en a processes —reasoning and decision-making activities.
Work output —physical actions required for the job, as well as tools ordevices used.
Relationships with other persons —the interactions and socialconnections that a worker forms with others.
Job context —the physical and social surroundings where workactivities are performed.
Other job characteristics —activities, conditions, or characteristicsthat are important but not contained in the other five dimensions.
Stewart, Human Resource Management, 2nd ed, 2011. John Wiley & Sons, Inc.
Management Position DescriptionManagement Position Description
QuestionnaireQuestionnaire
Designed for management positions
Uses checklist to analyze jobs
Has been used to determine training needs
of individuals who are slated to move intomanagerial positions
Has been used to evaluate and set
compensation rates for managerial jobs and
to assign jobs to job families
Mondy, Human Resource Management, 11 th ed, 2010. Prentice Hall.
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GuidelinesGuidelines--Oriented Job AnalysisOriented Job Analysis
Step-by-step procedure for describing the
work of a particular job classification Obtains the following types of information:
1 machines tools and e ui ment 2
supervision; (3) contacts; (4) duties; (5)
knowledge, skills, and abilities; (6)
physical and other requirements; and (7)
differentiating requirements
Mondy, Human Resource Management, 11 th ed, 2010. Prentice Hall.
Timeliness of Job AnalysisTimeliness of Job Analysis
Rapid pace of technological
change makes need for
accurate ob anal sis even
more important now and in
the future.
Mondy, Human Resource Management, 11 th ed, 2010. Prentice Hall.
Job Analysis for Team MembersJob Analysis for Team Members
With team design, there are no narrow jobs
Work departments do is often bundled into
teams
description, “And any other duty that may
be assigned,” is increasingly becoming THE
job description.
Mondy, Human Resource Management, 11 th ed, 2010. Prentice Hall.
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Job AnalysisJob Analysis ExerciseExercise – – Part 1Part 1
Job Analysis and the LawJob Analysis and the Law
Equal Pay Act - Similar pay
must be provided if jobs are
not substantially different as
shown in ob descri tions
Job Analysi s and Wage/Hour RegulationsJob Analysi s and Wage/Hour Regulations
Fair Labor Standards ActEmployees categorized as exempt or
nonexempt
To qualify for an exemption from the
overtime provisions of the act:Exempt employees can spend no more than
20% of their time on manual, routine, or
clerical duties.
Exempt employees must spend at least 50% of
their time performing their primary duties as
executive, administrative, or professional
employees.
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Job Analysis and theJob Analysis and the LawLaw
Civil Rights Act - Basis for adequatedefenses against unfair discriminations
charges in selection, promotion, and otherareas of HR administration
- Specify job elements that endanger healthor are considered unsatisfactory ordistasteful by most people
Americans with Disabilities Act - Makereasonable accommodations for disabledworkers
Mondy, Human Resource Management, 11 th ed, 2010. Prentice Hall.
Job Analysis and the LawJob Analysis and the Law
Job Analysis and the Americans with Disabilities
Act (ADA)
To comply with the ADA, an employer must
distinguish between essential and nonessential job
functions.
Essential job functions are those that are central to job
performance. The job would not exist without those
essential job functions. Employers are required to
provide reasonable accommodations for an otherwise
qualified individual to perform the essential job functions.
Marginal job functions are duties that are part of the job
but are incidental or ancillary to the purpose and nature of
the job.
Mathis, Human Resource Management, 13th ed, 2011. Cengage.
Essential JobEssential Job FunctionsFunctions
Percentage of time spent on task:
Significant percentage of time.
Often 20 percent or more.
Fre uenc of task: Task performed regularly?
Daily, weekly, monthly.
Importance of task:
Does the task affect other parts of the job?
Does the task affect other jobs?
©SHRM 2009
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EssentialEssential and Marginal Job Functionsand Marginal Job Functions
Mathis, Human Resource Management, 13th ed, 2011. Cengage.
Outcomes of Job AnalysisOutcomes of Job Analysis
Outcomes of Job AnalysisOutcomes of Job Analysis
Job Description
Systematic, detailed summary of job tasks, duties
and responsibilities.
Assures that employees and managers are on the
same page regarding who does what.
Job Specification
Detailed summary of qualifications needed to
perform required job tasks.
Performance Standards
Establishes the level of satisfactory performance.
©SHRM 2009
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Job DescriptionJob Description
The job description should include at least
the following elements: Job title.
Job code.
.
Job summary.
Essential job duty task statements.
Job context or any unusual elements.
Date created.
Revision number and date.
©SHRM 2009
Job Description ComponentsJob Description Components
Identification
Job title
Reporting relationships
Department
Location
l i
Essential Functions and
Duties
Lists major tasks, duties and
responsibilities
Job Specifications
l ill l i
General Summary
Describes the job’s
distinguishing
responsibilities and
components
l , ill ,
abilities
Education and experience
Physical requirements
Disclaimer
Of implied contract
Signature of approvals
Mathis, Human Resource Management, 13th ed, 2011. Cengage.
Job SpecificationJob Specification
The job specification should include at least the
following elements: Job title.
Job code.
Job summary.
Knowledge required to perform job.ill iill i .
Abilities required to perform job.
Education required.
Experience required.
Licensure required or certification desired to perform the job.
Date created.
Revision number and date.
©SHRM 2009
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Performance StandardsPerformance Standards
Performance standards define the level of
expected quality and quantity of work produced on
the job.
Line managers’ input in developing performance
.
Standards must be consistent and reasonable.
Performance standards help the employee gauge
performance on the job.
©SHRM 2009
Job Analysis ProcessJob Analysis Process
Robert D. Gatewoodand Hubert S. Field, Human Resource Selection, 5th ed. (Cincinnati, OH: South-Western, 2001).
Step 6: CreatingStep 6: Creating Job DescriptionJob DescriptionRespiratory TherapistRespiratory Therapist
Source: Information from the Occupational Information Network O*Net On Line, http://online.onetcenter.org/.
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Step 7: Creating Job SpecificationsStep 7: Creating Job SpecificationsRespiratory TherapistRespiratory Therapist
Source: Information from the Occupational Information Network O*Net On Line, http://online.onetcenter.org/.
Mathis, Human Resource Management, 13th ed, 2011. Cengage.
Behavioral Aspects of Job AnalysisBehavioral Aspects of Job Analysis
Behavioral Aspects of Job Analysis
“Inflation” ofJobs and Titles
Employee and
Managerial AnxietiesCurrent Incumbent
Emphasis
Mathis, Human Resource Management, 13th ed, 2011. Cengage.
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Behavioral AspectsBehavioral Aspects
Employee fears:
Paranoia.
Self-protection.
Inflating titles and jobs.
Limiting managerial flexibility:
“It’s not in my job description.”
Incumbent emphasis.
©SHRM 2009
MaintenanceMaintenance
Job descriptions and specifications must
be kept current to reflect changes in:
Work practices and processes.
Tools and equipment used on the job.
Levels of discretion
Licensure or certification.
Annual review during performance appraisal.
Review when incumbent turns over.
©SHRM 2009
Readings
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Job AnalysisJob Analysis ExerciseExercise – – Part 2Part 2
JobJob DesignDesign
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Job DesignJob Design
Process of determining specific tasks to be
performed, methods used in performingthese tasks, and how job relates to other
work in organization
Mondy, Human Resource Management, 11 th ed, 2010. Prentice Hall.
Classic Approaches to Job DesignClassic Approaches to Job Design
Job
Enlargement
Job
EnrichmentJob
Reengineering
o
Design
Mathis, Human Resource Management, 13th ed, 2011. Cengage.
JobJob DesignDesign
Job enrichment - Basic changes in content and
level of responsibility of job, to provide greater
challenge to worker
Job enlargement - Changes in scope of job to
provide greater variety to worker Reengineering - Fundamental rethinking and
radical redesign of business processes to
achieve dramatic improvements in critical
measures of performance, such as cost, quality,
service and speed
Mondy, Human Resource Management, 11 th ed, 2010. Prentice Hall.
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Job Design/ReJob Design/Re--DesignDesign
Person/job Fit
Matching characteristics of people with
characteristics of jobs.
o es gn mpac s
Performance Job S atisfactionPhysical and
Mental Health
Mathis, Human Resource Management, 13th ed, 2011. Cengage.
Factors in Job DesignFactors in Job Design
Mathis, Human Resource Management, 13th ed, 2011. Cengage.
Job DesignJob Design
The process of job design focuses on
determining what tasks will be grouped
together to form employee jobs
grouping work tasks: mechanistic,
motivational, perceptual, and biological.
Stewart, Human Resource Management, 2nd ed, 2011. John Wiley & Sons, Inc.
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Perceptual ApproachPerceptual Approach
The basic objective of the perceptualapproach is to simplify mental demands onworkers and thereby decrease errors.
Safety and prevention of accidents arecritical.
The perceptual approach to job designusually results in work characterized bysequential processing and low autonomy.
Stewart, Human Resource Management, 2nd ed, 2011. John Wiley & Sons, Inc.
Biological ApproachBiological Approach
This approach is associated with ergonomics,
which concerns methods of designing work to
prevent physical injury.
Job tasks are assessed in terms of strength,
, .
Work processes are then designed to eliminate
movements that can lead to physical injury or
excessive fatigue.
The basic goal of the biological approach is to
eliminate discomfort and injury.
Stewart, Human Resource Management, 2nd ed, 2011. John Wiley & Sons, Inc.
JobJob Design New ModelDesign New Model
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Job Design: New ModelJob Design: New Model
Clegg, 2007, A circular and dynamic model of the process of job design . J of Occ Org Psych 80, 321-0339
DiscussionDiscussion
What do you think of the Job
Characteristics Model vs. Clegg’s
Model?
Which is more applicable to
Healthcare Organizations?
TeamsTeams
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TheThe Group Perspect iveGroup Perspective
Teams:
Small number of peopleWith complementary skills
Work together
Vital in flat and
boundaryless organizations.
Gomez-Mejia, Managing Human Resources, 6 th ed, 2010. Prentice Hall.
Types of TeamsTypes of Teams
Self-Managed Team
Members usually cross-trained
Problem-Solving Teams
Special-Purpose Teams (task force)
Examine complex issues
Virtual Teams
Gomez-Mejia, Managing Human Resources, 6 th ed, 2010. Prentice Hall.
Using Teams in JobsUsing Teams in Jobs
Types of Teams
Special-
Purpose Team
Self-Directed
Team
Virtual
Team
Mathis, Human Resource Management, 13th ed, 2011. Cengage.
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Team JobsTeam Jobs
Advantages Disadvantages
• Improved productivity
• Increased employeeinvolvement
• Requires employees to be“group oriented”
• Not appropriate for most work
• More widespread employeelearning
• Greater employee ownershipof problems
in organizations
• Can be overused
• Difficult to measure teamperformance
• Individual compensationinterferes with team concept
Mathis, Human Resource Management, 13th ed, 2011. Cengage.
FactorsFactors Affecting Virtual Team Success Affecting Virtual Team Success
Mathis, Human Resource Management, 13th ed, 2011. Cengage.
The Flexible WorkforceThe Flexible Workforce
Core Workers
Contingent Workers
Temporary Employees Part-Time Employees
Outsourcing/Subcontracting
Contract Workers
College Interns
Gomez-Mejia, Managing Human Resources, 6 th ed, 2010. Prentice Hall.
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OutsourcingOutsourcing
Advantages
1. Provide better-quality
people with most
Disadvantages
1. Could lose control of
important activities
2. Cost savings with
economies of scale
3. Preserve company
culture
2. ay ose an
opportunity to gain
knowledge and
information helpful to
company processes
Gomez-Mejia, Managing Human Resources, 6 th ed, 2010. Prentice Hall.
Work SchedulesWork Schedules
Global Work
ScheduleDifferences
Work
ScheduleAlternatives
Work
Shift Workand Compressed
Workweek
JobSharing
FlexibleScheduling
Schedules
Mathis, Human Resource Management, 13th ed, 2011. Cengage.
Work/Life BalanceWork/Life Balance
Workers can experience stress at home work-to-family conflict when the stress they feel at work iscarried into their family environment.
They can also feel the same conflict when stress
at home carries into their work environmentam y- o-wor con c .
Flextime and Compressed workweeks wereintroduced to combat both types of work/familyconflict.
Stewart, Human Resource Management, 2nd ed, 2011. John Wiley & Sons, Inc.
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Flexible Work SchedulesFlexible Work Schedules
Flexible Work Hours
Core time Flex time
Four 10-hr days or four 12-
hr days
Telecommuting
Mobile workplace
Gomez-Mejia, Managing Human Resources, 6 th ed, 2010. Prentice Hall.
TeleworkTelework
Telecommuting
The process of going to work via electronic
computing and telecommunications equipment.
Effects of Alternative Work Arrangements
More self-scheduling by employees
A shift to evaluating employees on results
Greater trust, less control and direct supervision
Legal issues related to state and federal laws
Career impacts of lack of direct contact (visibility)
Mathis, Human Resource Management, 13th ed, 2011. Cengage.
GrowthGrowth of Telecommutingof Telecommuting
*Estimated.
Source: Gartner Dataquest.Mathis, Human Resource Management, 13th ed, 2011. Cengage.
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Human Resource InformationHuman Resource Information SystemsSystems
(HRIS(HRIS))
Human Resource InformationHuman Resource Information SystemsSystems
(HRIS(HRIS))
Any organized approach for
obtaining relevant and
to base HR decisions
Mondy, Human Resource Management, 11 th ed, 2010. Prentice Hall.
Human Resource Information SystemsHuman Resource Information Systems
Goal: Integrate Core Processes into Seamless SystemGoal: Integrate Core Processes into Seamless System
Input Data Types
Job Analysis
Recruitment
Selection/Job Posting/
Employee Referral
T&D
Performance Appraisal
Output Data Uses*
Employee Tracking
Diversity Programs
Hiring Decisions
Training Programs/E-learning/Management Succession
Organizational
Strategic Plans
Contribute Toward Achievement of:
Human
ResourceCompensation
Benefits
Safety
Health
Labor Relations
Employee Relations
Compensation Programs
Benefit Programs (e.g.,prescription drug programs)
Health Programs (e.g., Employee Assistance Programs)Bargaining Strategies
Employee Services
Human
Resource
Management
Plans
n ormation
System
*Manager and employee self-service is available.
Mondy, Human Resource Management, 11 th ed, 2010. Prentice Hall.
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Manager Self Manager Self--ServiceService
Use of software and corporate network to
automate paper-based processes requiringmanager’s approval, record-keeping or
input, and processes that support
manager’s job
MSS can help managers develop and grow
staff and assist employees in determining
their career paths and developing required
competencies
Mondy, Human Resource Management, 11 th ed, 2010. Prentice Hall.
Employee Self Employee Self--Service (ESS)Service (ESS)
Processes that automate
transactions formerly labor-
intensive for employees and HR
professionals
ESS applications can free up
valuable HR staff time, reducing
administrative time and costs
Mondy, Human Resource Management, 11 th ed, 2010. Prentice Hall.
HRIS ApplicationsHRIS Applications
Gomez-Mejia, Managing Human Resources, 6 th ed, 2010. Prentice Hall.
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Questions?Questions?