PowerPoint Presentation by Charlie Cook The University of West Alabama 4 © 2010 South-Western, a part of Cengage Learning All rights reserved.

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–2 Discuss the relationship between job requirements and the performance of HRM functions. Indicate the methods by which job analysis typically is completed. Identify and explain the various sections of job descriptions. Provide examples illustrating various factors that must be taken into account in designing a job. Discuss the various job characteristics that motivate employees. Chapter Objectives After studying this chapter, you should be able to

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–3 Describe the different group techniques used to maximize employee contributions. Differentiate and explain the different adjustments in work schedules. Chapter Objectives (cont’d) After studying this chapter, you should be able to

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–4 What is a Job? JobJob  A group of related activities and duties PositionPosition  The different duties and responsibilities performed by only one employee Job FamilyJob Family  A group of individual jobs with similar characteristics Job

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–5 Job Requirements Job SpecificationJob Specification  Statement of the needed knowledge, skills, and abilities (KSAs) of the person who is to perform the job  Since Griggs v Duke Power and the Civil Rights Act of 1991, job specifications used in selection must relate specifically to the duties of the job. Job DescriptionJob Description  Statement of the tasks, duties, and responsibilities (TDRs) of a job to be performed

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–6 Job Requirements Relationship of Job Requirements to Other HRM Functions Recruitment Selection Performance Appraisal Training and Development Compensation Management Determine recruitment qualifications Provide job duties and job specifications for selection process Provide performance criteria for evaluating employees Determine training needs and develop instructional programs Provide basis for determining employee’s rate of pay

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–7 Job Analysis Job AnalysisJob Analysis  The process of obtaining information about jobs by determining what the duties, tasks, or activities of jobs are.  HR managers use the data to develop job descriptions and job specifications that are the basis for employee performance appraisal and development.  The ultimate purpose of job analysis is to improve organizational performance and productivity.

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–8 FIGURE 4.1 The Process of Job Analysis

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–9 Determining Job Requirements What employee doesWhat employee does Why employee does itWhy employee does it How employee does itHow employee does it What employee doesWhat employee does Why employee does itWhy employee does it How employee does itHow employee does it Determining job requirementsDetermining job requirements Summary statement of the jobSummary statement of the job List of essential functions of the jobList of essential functions of the job Summary statement of the jobSummary statement of the job List of essential functions of the jobList of essential functions of the job Employee orientationEmployee orientation Employee instructionEmployee instruction Disciplinary actionDisciplinary action Employee orientationEmployee orientation Employee instructionEmployee instruction Disciplinary actionDisciplinary action Personal qualifications required in terms of skills, education and experiencePersonal qualifications required in terms of skills, education and experience RecruitmentRecruitment SelectionSelection DevelopmentDevelopment RecruitmentRecruitment SelectionSelection DevelopmentDevelopment Nature of: Job Analysis Job Description Job Specification Basis for:

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–10 Job Analysis and the Law Section 14.C.2 of the Uniform Guidelines states:Section 14.C.2 of the Uniform Guidelines states:  “There shall be a job analysis which includes an analysis of the important work behaviors required for successful performance.... Any job analysis should focus on work behavior(s) and the tasks associated with them.” Americans with Disabilities Act (ADA)Americans with Disabilities Act (ADA)  Requires that job duties and responsibilities be essential functions for job success.  The purpose of essential functions is to help match and accommodate human capabilities to job requirements.

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–11 Job Analysis and Essential Job Functions Essential FunctionsEssential Functions  Statements in the job description of job duties and responsibilities that are critical for success on the job.  A job function is essential if: 1.The reason that the position exists is to perform the function. 2.A limited number of employees are available to perform the function. 3.The function is specialized, requiring needed expertise or abilities to complete the job.

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–12 Performing Job Analysis 1.Select jobs to study 2.Determine information to collect: Tasks, responsibilities, skill requirements 3.Identify sources of data: Employees, supervisors/managers 4.Methods of data collection: Interviews, questionnaires, observation, diaries and records 5.Evaluate and verify data collection: Other employees, supervisors/managers 6.Write job analysis report

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–13 Gathering Job Information InterviewsInterviews QuestionnairesQuestionnaires ObservationObservation DiariesDiaries

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–14 Controlling the Accuracy of Job Information Factors influencing the accuracy of job informationFactors influencing the accuracy of job information  Self-reporting exaggerations and omissions by employees and managers  Collecting information from a representative sample of employees  Capturing all important job information  Length of job cycle exceeding observation period  Lack of access to job site for personal observation  Lack of familiarity with the tasks, duties, and responsibilities of a job  Ongoing changes in the job

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–15 O*NET and Job Analysis Dictionary of Occupational Titles (DOT)Dictionary of Occupational Titles (DOT)  A systematic occupational classification structure based on interrelationships of job tasks and requirements.  Contains standardized and comprehensive descriptions of twenty-thousand jobs. O*NET DatabaseO*NET Database  A online database of all DOT occupations plus an update of over 3,500 additional DOT occupations.  Data are collected and published continuously.

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–16 Popular Approaches to Job Analysis Position Analysis System Critical Incident Method Task Inventory Analysis Competency Job Analysis

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–17 Approaches to Job Analysis Position Analysis Questionnaire (PAQ)Position Analysis Questionnaire (PAQ)  A questionnaire covering 194 different tasks that, by means of a five-point scale, seeks to determine the degree to which different tasks are involved in performing a particular job Critical Incident MethodCritical Incident Method  Job analysis method by which job tasks are identified that are critical to job success.  The job analyst writes five to ten important task statements for each job under study.

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–18 FIGURE 4.2 A Sample Page from the PAQ

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–19 Approaches to Job Analysis (cont’d) Task Inventory AnalysisTask Inventory Analysis  Is an organization-specific analysis developed by identifying—with the help of employees and managers—a list of tasks and their descriptions that are components of different jobs. Competency-Based AnalysisCompetency-Based Analysis  Involves constant development of job profiles of current worker tasks, duties, and responsibilities that are “key” competencies for use in creating job descriptions, setting recruitment requirements, and in performance evaluation.

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–20 Approaches to Job Analysis (cont’d) HRIS and Job AnalysisHRIS and Job Analysis  Human resource information systems (HRIS) and specialized software help automate job analysis.  Analyze jobs and write job descriptions and job specifications based on those analyses.  Combine job analysis with job evaluation and the pricing of organizational jobs.

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–21 Key Elements of a Job Description Job TitleJob Title  Indicates job duties and organizational level Job IdentificationJob Identification  Distinguishes job from all other jobs Essential Functions (Job Duties)Essential Functions (Job Duties)  Indicate responsibilities entailed and results to be accomplished Job SpecificationsJob Specifications  Skills required to perform the job and physical demands of the job

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–22 Job Descriptions Job TitleJob Title  Provides status to the employee.  Indicates what the duties of the job entails.  Indicates the relative level occupied by its holder in the organizational hierarchy.

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–23 Job Descriptions (cont’d) Job Identification SectionJob Identification Section  Departmental location of the job  Person to whom the jobholder reports  Date the job description was last revised  Payroll or code number  Number of employees performing the job  Number of employees in the department where the job is located  O*NET code number.  “Statement of the Job”

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–24 1 Job Description for an Employment Assistant

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–25 Job Descriptions (cont’d) Job Duties, or Essential Functions, SectionJob Duties, or Essential Functions, Section  Statements of job duties that:  Are arranged in order of importance that indicate the weight, or value, of each duty; weight of a duty is gauged by the percentage of time devoted to it.  Stress the responsibilities that duties entail and the results to be accomplished.  Indicate the tools and equipment used by the employee in performing the job.  Should comply with law by listing only the essential functions of the job to be performed.

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–26 1 Job Description for an Employment Assistant (cont’d)

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–27 Job Descriptions (cont’d) Job Specifications SectionJob Specifications Section  Personal qualifications an individual must possess in order to perform the duties and responsibilities  The skills required to perform the job: –Education or experience, specialized training, personal traits or abilities, interpersonal skills or specific behavioral attributes, and manual dexterities.  The physical demands of the job: –Walking, standing, reaching, lifting, talking, and the condition and hazards of the physical work environment

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–28 1 Job Description for an Employment Assistant (cont’d)

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–29 Problems with Job Descriptions 1.If poorly written, they provide little guidance to the jobholder. 2.They are not always updated as job duties or specifications change. 3.They may violate the law by containing specifications not related to job success. 4.They can limit the scope of activities of the jobholder, reducing organizational flexibility.

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–30 Writing Clear and Specific Job Descriptions Create statements that:Create statements that:  Are terse, direct, and simply worded; eliminate unnecessary words or phrases.  Describe duties with a present-tense verb, the implied subject being the employee performing the job.  Use “occasionally” to describe duties performed once in a while and “may” for duties performed only by some workers on the job.  State the specific performance requirements of a job based on valid job-related criteria.

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–31 Job Design Job DesignJob Design  An outgrowth of job analysis that improves jobs through technological and human considerations in order to enhance organization efficiency and employee job satisfaction. Job Enrichment (Herzberg)Job Enrichment (Herzberg)  Enhancing a job by adding more meaningful tasks and duties (vertical expansion) to make the work more rewarding or satisfying.  Providing opportunities for achievement, recognition, growth, responsibility, and performance.

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–32 FIGURE 4.3 Basis for Job Design

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–33 Job Enrichment Factors Increasing the level of difficulty and responsibility of the jobIncreasing the level of difficulty and responsibility of the job Allowing employees to retain more authority and control over work outcomesAllowing employees to retain more authority and control over work outcomes Providing unit or individual job performance reports directly to employeesProviding unit or individual job performance reports directly to employees Adding new tasks to the job that require training and growthAdding new tasks to the job that require training and growth Assigning individuals specific tasks, enabling them to use their particular competencies or skillsAssigning individuals specific tasks, enabling them to use their particular competencies or skills

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–34 Job Characteristics Job Characteristics Model (Hackman and Oldham)Job Characteristics Model (Hackman and Oldham)  Job design theory that purports that three psychological states (experiencing meaningfulness of the work performed, responsibility for work outcomes, and knowledge of the results of the work performed) of a jobholder result in improved work performance, internal motivation, and lower absenteeism and turnover.

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–35 Job Characteristics (cont’d) 1.Skill variety: The degree to which a job entails a variety of different activities, which demand the use of a number of different skills and talents by the jobholder 2.Task identity: The degree to which the job requires completion of a whole and identifiable piece of work, that is, doing a job from beginning to end with a visible outcome 3.Task significance: The degree to which the job has a substantial impact on the lives or work of other people, whether in the immediate organization or in the external environment 4.Autonomy: The degree to which the job provides substantial freedom, independence, and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out 5.Feedback: The degree to which carrying out the work activities required by the job results in the individual being given direct and clear information about the effectiveness of his or her performance

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–36 Job Characteristics Model Job CharacteristicsJob Characteristics  Skill variety  Task identity  Task significance  Autonomy  Feedback Psychological StatesPsychological States  Meaningfulness of the work performed  Responsibility for work outcomes  Knowledge of the results of the work performed. Job OutcomesJob Outcomes  Improved work performance  Increased Internal motivation  Lower absenteeism and turnover

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–37 Employee Empowerment Employee EmpowermentEmployee Empowerment  Granting employees power to initiate change, thereby encouraging them to take charge of what they do  Organizational conditions favoring empowerment:  Participation and autonomy  Innovation and acceptance of risk-taking  Access to information  Accountability for results  Cultural openness to change

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–38 Industrial Engineering Considerations Industrial EngineeringIndustrial Engineering  A field of study concerned with analyzing work methods and establishing time standards ErgonomicsErgonomics  An interdisciplinary approach to designing equipment and systems that can be easily and efficiently used by human beings

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–39 Designing Work for Group/Team Contributions Employee Involvement Groups (EIs)Employee Involvement Groups (EIs)  Groups of employees who meet to resolve problems or offer suggestions for organizational improvement  Also known as quality circles (QCs)  Success with EIs requires:  Comprehensive training for group members  Recognition of the group’s contributions  Continuing input and encouragement by management  Use of a participative/democratic leadership style

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–40 FIGURE 4.4 Computer Workstation Ergonomics Checklist Use the following list to identify potential problem areas that should receive further investigation. Any “no” response may point to a problem. 1.Does the workstation ensure proper worker posture, such as Thighs in the horizontal position? Lower legs in the vertical position? Feet flat on the floor or on a footrest? Wrists straight and relaxed? 2.Does the chair Adjust easily? Have a padded seat with a rounded front? Have an adjustable backrest? Provide lumbar support? Have casters? 3.Are the height and tilt of the work surface on which the keyboard is located adjustable? 4.Is the keyboard detachable? 5.Do keying actions require minimal force? 6.Is there an adjustable document holder? 7.Are armrests provided where needed? 8.Are glare and reflections minimized? 9.Does the monitor have brightness and contrast controls? 10.Is there sufficient space for knees and feet? 11.Can the workstation be used for either right- or left-handed activity? Use the following list to identify potential problem areas that should receive further investigation. Any “no” response may point to a problem. 1.Does the workstation ensure proper worker posture, such as Thighs in the horizontal position? Lower legs in the vertical position? Feet flat on the floor or on a footrest? Wrists straight and relaxed? 2.Does the chair Adjust easily? Have a padded seat with a rounded front? Have an adjustable backrest? Provide lumbar support? Have casters? 3.Are the height and tilt of the work surface on which the keyboard is located adjustable? 4.Is the keyboard detachable? 5.Do keying actions require minimal force? 6.Is there an adjustable document holder? 7.Are armrests provided where needed? 8.Are glare and reflections minimized? 9.Does the monitor have brightness and contrast controls? 10.Is there sufficient space for knees and feet? 11.Can the workstation be used for either right- or left-handed activity?

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–41 FIGURE 4.5 The Dynamics of Employee Involvement Groups

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–42 Employee Teams Employee TeamsEmployee Teams  An employee contributions technique whereby:  Work functions are structured for groups rather than for individuals  Team members are given discretion in matters traditionally considered management prerogatives, such as process improvements, product or service development, and individual work assignments.

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–43 Benefits of Employee Teams Increased integration of individual skillsIncreased integration of individual skills Better performance (quality and quantity) solutions to unique and complex problemsBetter performance (quality and quantity) solutions to unique and complex problems Reduced delivery timeReduced delivery time Reduced turnover and absenteeismReduced turnover and absenteeism Accomplishments among team membersAccomplishments among team members

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–44 How To Develop Team Synergy Focus on Quality Acceptance of Member Skills Consensus Decision Making Disagree Constructively Listen and Clarify Support SYNERGY

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–45 FIGURE 4.6 Synergistic Team Characteristics Team synergy is heightened when team members engage in these positive behaviors. Support. The team exhibits an atmosphere of inclusion. All team members speak up and feel free to offer constructive comments. Listening and Clarification. Active listening is practiced. Members honestly listen to others and seek clarification on discussion points. Team members summarize discussions held. Disagreement. Disagreement is seen as natural and is expected. Member comments are nonjudgmental and focus on factual issues rather than personality conflicts. Consensus. Team members reach agreements through consensus decision-making. Consensus decisions require finding a proposal that is acceptable to all team members, even if not the first choice of individual members. Common ground among ideas is sought. Acceptance. Team members are valued as individuals, recognizing that each person brings a valuable mix of skills and abilities to team operations. Quality. Each team member is committed to excellent performance. There is emphasis on continuous improvement and attention to detail.

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–46 Teamwork and Synergy SynergySynergy  Occurs when the interaction and outcome of team members is greater than the sum of their individual efforts.  Synergistic team member behavior characteristics:  Is supporting and inclusive  Listens and clarifies  Disagrees but remains nonjudgmental  Engages in consensus building  Is accepting of others  Is focused on quality and continuous improvement

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–47 Forms of Employee Teams Cross-Functional TeamCross-Functional Team  A group staffed with a mix of specialists (e.g., marketing, production, engineering) and formed to accomplish a specific objective.  Cross-functional teams are based on assigned rather than voluntary membership. Project TeamProject Team  A group formed specifically to design a new product or service. Members are assigned by management on the basis of their ability to contribute to success.  The group normally disbands after task completion.

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–48 Forms of Employee Teams (cont’d) Self-Directed TeamSelf-Directed Team  Groups of highly trained individuals performing a set of interdependent job tasks within a natural work unit.  Team members use consensus decision making to perform work duties, solve problems, or deal with internal or external customers. Task Force TeamTask Force Team  A task force is formed by management to immediately resolve a major problem.  The group is responsible for developing a long-term plan for problem resolution that may include a charge for implementing the solution proposed.

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–49 Forms of Employee Teams (cont’d) Process-Improvement TeamProcess-Improvement Team  A group of experienced people from different departments or functions and charged with improving quality, decreasing waste, or enhancing productivity in processes that affect all departments or functions involved. Team members are normally appointed by management. Virtual TeamVirtual Team  A group with widely dispersed members linked together through computer and telecommunications technology.

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–50 FIGURE 4.7 Forms of Employee Teams Cross-Functional Teams A group staffed with a mix of specialists (e.g., marketing, production, engineering) and formed to accomplish a specific objective. Cross- functional teams are based on assigned rather than voluntary membership. Project TeamsA group formed specifically to design a new product or service. Members are assigned by management on the basis of their ability to contribute to success. The group normally disbands after task completion. Self-Directed TeamsGroups of highly trained individuals performing a set of interdependent job tasks within a natural work unit. Team members use consensus decision- making to perform work duties, solve problems, or deal with internal or external customers. Task Force TeamsA task force is formed by management to immediately resolve a major problem. The group is responsible for developing a long-term plan for problem resolution that may include a charge for implementing the solution proposed. Process-Improvement Teams A group made up of experienced people from different departments or functions and charged with improving quality, decreasing waste, or enhancing productivity in processes that affect all departments or functions involved. Team members are normally appointed by management.

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–51 Characteristics of Successful Teams Commitment to shared goals and objectivesCommitment to shared goals and objectives Motivated and energetic team membersMotivated and energetic team members Open and honest communicationOpen and honest communication Shared leadershipShared leadership Clear role assignmentsClear role assignments Climate of cooperation, collaboration, trust, and accountabilityClimate of cooperation, collaboration, trust, and accountability Recognition of conflict and its positive resolutionRecognition of conflict and its positive resolution

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–52 Obstacles to Effective Team Function Overly high expectationsOverly high expectations Group compensationGroup compensation TrainingTraining Career movementCareer movement PowerPower

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–53 Training Team Members Complete skills training in:Complete skills training in:  Team leadership  Mission/goal setting  Conduct of meetings  Team decision making  Conflict resolution  Effective communication  Diversity awareness

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–54 Flexible Work Schedules Compressed WorkweekCompressed Workweek  Shortening the number of days in the workweek by lengthening the number of hours worked per day.  The four-day, forty-hour week, generally referred to as 4/10 or 4/40.  Reducing weekly hours to 38 or 36 hours or scheduling 80 hours over nine days (9/80), taking one day off every other week.

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–55 Flexible Work Schedules BenefitsBenefits  Recruitment and retention of employees  Coordinating employee work schedules with production schedules  Accommodating the leisure-time activities of employees while facilitating employee personal appointments  Improvements in employee job satisfaction and morale DisadvantagesDisadvantages  Overtime payments required by the Fair Labor Standards Act for employees working over 40 hours in one week.  The additional stress on managers and employees, and long workdays can be exhausting.

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–56 Flexible Work Schedules FlextimeFlextime  Working hours that permit employees the option of choosing daily starting and quitting times, provided that they work a set number of hours per day or week.  All employees are required to be present during a designated “core period.”  Flexible hours reduce absenteeism and tardiness.  Employees can schedule their working hours for the time of day when they are most productive.

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–57 3 How to Request a Flexible Work Schedule You may be thinking, “My manager would never agree to a flexible work schedule.” But that’s not necessarily so. When valued employees make reasonable scheduling requests, managers often try to accommodate employee proposals. Here are some proven strategies for securing different types of flexible work hour arrangements. Investigate. Look into similar arrangements others have made within your company or industry. Research company policy. Be realistic by providing a schedule that will fit the demands of your organization. Be Professional. Treat your request as a business proposal. Be positive and assume a “can-do” attitude. Be serious and present the proposal as a benefit to both you and your company. Present your idea as a “win-win” arrangement. Write It Out. Submit your request for a flexible work hour arrangement in a well-organized, detailed written proposal. Promote Yourself. Explain your value to your organization. Have others speak to your abilities— especially those in authority. Ask to be evaluated based on your quantity and quality of work rather than on the hours you actually spend on the job. Anticipate Questions. Be prepared for potential problems and have specific answers on how to deal with these issues. For example, how you will communicate or coordinate with other employees. Propose a Review. Propose review dates to evaluate your new flexible schedule. Continually assess how you work with others and your manager.

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–58 Flexible Work Schedules Job SharingJob Sharing  The arrangement whereby two part-time employees perform a job that otherwise would be held by one full-time employee.  Job sharers may work three days a week, creating an overlap day for extended face-to-face conferencing. TelecommutingTelecommuting  The use of personal computers, networks, and other communications technology such as fax machines to do work in the home that is traditionally done in the workplace.

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–59 Advantages of Telecommuting Increased flexibility for employeesIncreased flexibility for employees Ability to attract workers who might not otherwise be availableAbility to attract workers who might not otherwise be available Lessened burden on working parentsLessened burden on working parents Less time and money wasted on physical commutingLess time and money wasted on physical commuting Increased productivityIncreased productivity Reduced absenteeismReduced absenteeism

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–60 FIGURE 4.8 Keys for Successful Telecommuting Identify jobs best suited to distance work.Identify jobs best suited to distance work. Select responsible employees.Select responsible employees. Establish employee feedback procedures and performance review methods for evaluation.Establish employee feedback procedures and performance review methods for evaluation. Establish formalized telecommuting procedures.Establish formalized telecommuting procedures. Begin a formal training program.Begin a formal training program. Keep telecommuters informed and “in the loop.”Keep telecommuters informed and “in the loop.” Recognize when telecommuting isn’t working.Recognize when telecommuting isn’t working.

© 2010 South-Western, a part of Cengage Learning. All rights reserved.4–61 critical incident method employee empowerment employee involvement groups (EIs) employee teams ergonomics flextime industrial engineering job job analysis job characteristics model job description job design job enrichment job family job specification position position analysis questionnaire (PAQ) task inventory analysis telecommuting virtual team