Management in Organisations Workforce Management

2 Topics to be covered Importance of WFM to operations Focus on the Job Motivation and WFM Job design / redesign Job design opportunities Job redesign implementation issues Human Resources in Organisations

Individuals performance Motivation Rewards The Job Focus on the job

WFM and motivation  McGreggor  Maslow  Herzberg

 Performance  Labour intensity  Behaviour of the individual  Simultaneous production and consumption  Managing the customer An understanding of Human Resource Management is important to operations due to :

Evolution of Job Design 1900s to 1960s Scientific Management/Assembly Lines  Task specialisation  Minimal worker skills  Repetition  Minimal job training  Mass production  Piece-rate wages  Time as efficiency  Minimal job responsibility  Tight supervisory control

 Horizontal job enlargement  Vertical job enlargement  Job responsibility and empowerment  Training and education  Job rotation  Higher skill levels  Team problem solving  Employee involvement and integration  Focus on quality Evolution of Job Design 1970s to 2000s

Task - 20 mins 1Review the article “ Job Design Overview ” and produce a summary of the major points you feel it raises.

Worker Analysis Task Analysis Environmental Analysis Elements of Job Design

 Description of tasks  Task sequence  Function of tasks  Frequency of tasks  Relationship with other jobs/tasks  Performance Information requirements  Control requirements  Error possibilities  Task duration(s)  Equipment requirements Task Analysis

 Capability requirements  Performance requirements  Skill level  Physical requirements  Mental stress  Boredom / Motivation  Level of responsibility  Quality responsibility  Empowerment level Worker Analysis

 Work place location  Process location  Temperature and humidity  Lighting  Ventilation  Safety  Logistics  Space requirements  Noise Environmental Analysis

Hackman & Oldham Job Characteristics Model

The Behavioral Approach Techniques of job design Core job characteristics Mental states Performance Combining tasks Forming natural work units Establishing client relationships Vertical loading Opening feedback channels Hackman,RJ & Oldham, G (1980) Work Redesign Addison-Wesley Skill variety Task identity Task significance Autonomy Feedback Motivation Quality of work Turnover Absenteeism

Job Design Opportunities  Variety  Autonomy  Task Identity  Feedback  Participation  Group Membership

(i)Match the worker and the job (ii)Clearly define responsibilities of the worker (iii)Set standards of performance (iv)Ensure communications and employee involvement (v)Provide training (vi)Ensure good supervision (vii)Reward people for performance (R.G Schroeder p724) Principles of Workforce Management

Autonomy and empowerment Emphasis on managerial control Emphasis on commitment and engagement of staff Staff treated as a cost Staff treated as a resource Ergonomics Behavioural approaches Empowerment Division of labour Scientific management

Case: Southwestern University Q1What are the problems ? Q2Suggest ways of redesigning the jobs and the organisation which will address the problems ? Q3What are the implications for rewards and incentives of the changes proposed ?