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HUMAN RESOURCE How do differing forms of work organization generate and reflect tension, contradiction, and change?. Edited by Fabio Emanuele Noia, Link Campus University of Malta, 2006. Chapter 4 Work and work organization. - PowerPoint PPT PresentationTRANSCRIPT
HUMAN RESOURCEHUMAN RESOURCE
How do differing forms How do differing forms of work organization of work organization generate and reflect generate and reflect
tension, contradiction, tension, contradiction, and change?and change?
Freely Inspired from Bratton J., Gold J., Human Resource Management, Freely Inspired from Bratton J., Gold J., Human Resource Management, Theory and Practice, Palgrave, 2003 Theory and Practice, Palgrave, 2003 http://www.palgrave.com/business/brattonandgold/
Edited by Fabio Emanuele Noia, Link Campus University of Malta, 2006Edited by Fabio Emanuele Noia, Link Campus University of Malta, 2006
Chapter 4 Chapter 4
Work and work organizationWork and work organization
WorkWork________________________
Refers to physical Refers to physical and mental activity and mental activity
that is carried out at that is carried out at a particular place a particular place
and time, according and time, according to instructions, in to instructions, in return for money.return for money.
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Historical perspectiveHistorical perspective________________________
Until 18th century pre-industrial Until 18th century pre-industrial societysociety
Then division of laborThen division of labor
At the turn of 20th century At the turn of 20th century scientific managementscientific management
In the 60s work autonomy and In the 60s work autonomy and participationparticipation
In 90s flexibility and new In 90s flexibility and new information technology-based information technology-based
systems of organisationsystems of organisation
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Perspectives on study of work to Perspectives on study of work to search the links between search the links between
motivation, job satisfaction and motivation, job satisfaction and work designwork design
________________________________
Sociological (broader structural Sociological (broader structural and contextual factors affecting and contextual factors affecting
people’s experience of work, people’s experience of work, gender, power, …)gender, power, …)
Psychological (individual and Psychological (individual and organisational behavior; organisational behavior;
motivation, satisfaction, job motivation, satisfaction, job design, happiness, …)design, happiness, …)
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Job designJob design
Adam Smith (1723-1790) – Adam Smith (1723-1790) – Division of LaborDivision of Labor
• Output per workers increases Output per workers increases because of enhanced dexteritybecause of enhanced dexterity
• Work preparation and Work preparation and changeover time is reducedchangeover time is reduced
• Specialization stimulates the Specialization stimulates the invention of new machineriesinvention of new machineries
Freely Inspired from Bratton J., Gold J., Human Resource Management, Freely Inspired from Bratton J., Gold J., Human Resource Management, Theory and Practice, Palgrave, 2003Theory and Practice, Palgrave, 2003
Job designJob design
Charles Babbage (19th Charles Babbage (19th century)century)
By simplifying tasks By simplifying tasks and allocating and allocating
fragmented tasks to fragmented tasks to unskilled workers, the unskilled workers, the employer could pay a employer could pay a
lower wage.lower wage.
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Job designJob design
Karl Marx (1818-83)Karl Marx (1818-83)
New work patterns New work patterns consituted a form consituted a form
of systematic of systematic exploitation and exploitation and
caused alienationcaused alienation
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Job designJob design
F.W. Taylor (1856-1915)F.W. Taylor (1856-1915)H. Gannt (1861-1919)H. Gannt (1861-1919)
F.B. Gilbreth (1868-1924) – F.B. Gilbreth (1868-1924) – Scientific Management Scientific Management
Role of management is to Role of management is to analyse scientifically all the analyse scientifically all the
tasks to be undertaken and then tasks to be undertaken and then to design jobs to eliminate time to design jobs to eliminate time
and motion waste. Five and motion waste. Five principle: maximum job principle: maximum job fragmentation divorce of fragmentation divorce of
planning and doing, divorce of planning and doing, divorce of direct and indirect labour, direct and indirect labour,
minimization of skill minimization of skill requirements and job-learning requirements and job-learning
time, reduction of material time, reduction of material handling to a minimum.handling to a minimum.
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Job designJob design
H. Ford – FordismH. Ford – Fordism
Perfected the flow-line principle Perfected the flow-line principle of assembly work. of assembly work.
Increased labor productivity, Increased labor productivity, standardization of commodities standardization of commodities to gain economies of scale, job to gain economies of scale, job fragmentation, short task-cycle fragmentation, short task-cycle
time, interlinking system of time, interlinking system of conveyor lines that feed conveyor lines that feed
component to different work component to different work stationsstations
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Job designJob design
Elto Mayo (1920s) – Human Elto Mayo (1920s) – Human Relations MovementRelations Movement
Shift attention to the perceived Shift attention to the perceived needs of workers and needs of workers and
psychological and social psychological and social aspects of work.aspects of work.
In addition to control and In addition to control and financial incentives,financial incentives,
recognition, climate, and social recognition, climate, and social cohesion are important.cohesion are important.
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Job design in the 70sJob design in the 70s________________________________
Job enrichment (rotating, Job enrichment (rotating, enlarging, and enlarging, and
aggregating tasks)aggregating tasks)
Reorganisation of Reorganisation of assembly lines (post-assembly lines (post-
Fordism)Fordism)
Japanese style work Japanese style work design (lean production)design (lean production)
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Job enrichmentJob enrichment________________________________
Job rotation = involves the Job rotation = involves the periodic shifting of a periodic shifting of a
worker from one work-worker from one work-simplified task to simplified task to
another.another.
Job enlargement = Job enlargement = horizontal expansion of horizontal expansion of tasksincrease time cycle tasksincrease time cycle
of work reducing of work reducing repetition and repetition and
monotony. monotony.
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Job enrichmentJob enrichment________________________________
Job enrichment = takes Job enrichment = takes some authority from the some authority from the supervisors and adds it supervisors and adds it to the job, together with to the job, together with
planning and quality planning and quality control responsibility.control responsibility.
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Job enrichmentJob enrichment________________________________
Job characteristic model Job characteristic model (Hackman and Odham, 1980). (Hackman and Odham, 1980).
5 core job characteristics5 core job characteristics (skill variety, task identity, (skill variety, task identity,
task significance, autonomy, task significance, autonomy, feedback) result in the worker feedback) result in the worker
experiencing experiencing 3 favorable 3 favorable psychological statespsychological states
(experienced meaningfulness (experienced meaningfulness of the work, responsibility for of the work, responsibility for
outcomes of the work, outcomes of the work, knowledge of the results of knowledge of the results of
the work activities) which in the work activities) which in turn lead to turn lead to positive positive
outcomesoutcomes (high productivity, (high productivity, quality, satisafction, low quality, satisafction, low
absenteeism and turnover).absenteeism and turnover).
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Reorganizing assembly Reorganizing assembly lineslines
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The fundamental unit of structure is The fundamental unit of structure is no longer the individual but the no longer the individual but the
collaborative self-managing collaborative self-managing team.team.
The flexible specialization model’s The flexible specialization model’s features are: small-scale features are: small-scale
production of a large variety of production of a large variety of goods, utilization of highly goods, utilization of highly
skilled and autonomous workers, skilled and autonomous workers, use of process and information use of process and information technology, strong networks of technology, strong networks of
small producers that achieve small producers that achieve flexibility and efficiency through flexibility and efficiency through
collaboration.collaboration.
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Japanese-style work Japanese-style work designdesign
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The Japanese production The Japanese production model has 3 notable model has 3 notable elements: flexibility elements: flexibility
(module, cellular (module, cellular technology, CT), quality technology, CT), quality
control (TQC), and control (TQC), and minimum waste (JIT).minimum waste (JIT).
Japanisation = adoption of Japanisation = adoption of Japanese style Japanese style
management techniques in management techniques in Western organizations.Western organizations.
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Knowledge workKnowledge work________________________________
Locus of work in groups and projectsLocus of work in groups and projects
Focus of work on customers, problems, issuesFocus of work on customers, problems, issues
Rapid skill obsolescenceRapid skill obsolescence
Specialized and deep skill sets with diffuse Specialized and deep skill sets with diffuse peripheral focusesperipheral focuses
Lenghty activity cycles from a business Lenghty activity cycles from a business perspectiveperspective
Process measures based on process Process measures based on process effectivenesseffectiveness
Employees’ loyalty to professions, networks Employees’ loyalty to professions, networks and peersand peers
A few major contribution of strategic A few major contribution of strategic importance on company success.importance on company success.
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Post-bureaucratic designPost-bureaucratic design________________________________
Information ageInformation ageDeleyered management Deleyered management
structuresstructures
Decision making pushed Decision making pushed down to the front linedown to the front line
Losing shape, blurringLosing shape, blurring
Flat, flexible and Flat, flexible and empowered empowered
organisational formorganisational form
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Post-bureaucratic designPost-bureaucratic design________________________________
Heckscher’s (1994) ideal-type Heckscher’s (1994) ideal-type of post-bureaucratic of post-bureaucratic
design:design:
1.1. Organisational dialogue, Organisational dialogue, persuasion and trustpersuasion and trust
2.2. Information-sharingInformation-sharing3.3. Behaviour based on Behaviour based on
principlesprinciples4.4. Communication based Communication based
on problem-solvingon problem-solving5.5. Peer evaluationPeer evaluation
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Business process re-Business process re-engineeringengineering
________________________________
A radical change of A radical change of business processes by business processes by applying IT to integrate applying IT to integrate
tasks.tasks.
Hammer-Champy, 1996Hammer-Champy, 1996
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Job Design & Human Job Design & Human ResourceResource
________________________________
Job and organizational Job and organizational design is related closely to design is related closely to all HR activities, including all HR activities, including recruitment and selection, recruitment and selection, learning and development, learning and development,
rewards and employee rewards and employee relations.relations.
Impact of Job redisign on Impact of Job redisign on Commitment, Competence, Commitment, Competence,
Cost-effectiveness, and Cost-effectiveness, and Congruence.Congruence.
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Job Design ParadoxJob Design Paradox________________________________
DivisionDivision
VSVS
IntegrationIntegration
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AssignmentAssignment______________________
VisitVisitwww.workteams.unt.edu
andand____________________
Explain the Explain the stereotypical team-stereotypical team-based organisation based organisation
as you picture itas you picture it
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