2 Managing Work Flows and Conducting Job Analysis

Challenges n Describe bureaucratic, flat, and boundaryless organizational structures and the business environments in which each is most appropriate. n List the factors influencing worker motivation that are under managers’ control. n Conduct job analysis and prepare job descriptions and specifications. n Apply flexible work designs to situations in which employees have conflicts between work and family, or employers face fluctuating demand for their products. n Develop policies and procedures to protect human resource information system data so that employees’ privacy rights are maintained. © 1998 by Prentice Hall

Organizational Structures Chief Partner Partners Associates Fig. 2-1a © 1998 by Prentice Hall A Typical Law Firm

Organizational Structures (cont.) General Colonels Majors Fig. 2-1b Captains and Lieutenants Warrant Officers Sergeants Corporals Privates © 1998 by Prentice Hall United States Army

Organizational Structures (cont.) Fig. 2-1c Company A Company BCompany C © 1998 by Prentice Hall Alliance of three companies that pool their resources to produce a new product, such as a computer chip.

Processing a Loan Application at IBM Credit Corporation Before and After Business Process Engineering Fig. 2-2 Customer Service Receptionist Credit Checker Business Practices Specialist PricerAdmini- strator To Cus- tomer Log in call from sales rep Do credit check on customer Modify std. loan covenant based on cust. req. Compute interest rate on loan Convert information into a quote letter Use sophisticated computer program to process entire loan application To Customer Deal Structurer © 1998 by Prentice Hall Work Flow Using Specialists Work Flow After Business Process Reengineering

The Motivation Process Reduction of Tension Unsatisfied Needs Tension Drives Search Behavior Satisfied Needs

Maslow’s Hierarchy of Needs Physiological Safety Social Esteem Self- Actual- ization

Theory X Premises n Employees inherently dislike work and, whenever possible, will attempt to avoid it. n Because employees dislike work, they must be coerced, controlled, or threatened with punishment to achieve desired goals. n Employees will shirk responsibilities and seek formal direction whenever possible. n Most workers place security above all other factors associated with work and will display little ambition. A manager who views employees from a Theory X (negative) perspective believes:

Theory Y Premises n Employees can view work as being as natural as rest or play. n Men and women will exercise self-direction and self- control if they are committed to the objectives. n The average person can learn to accept, even seek, responsibility. n The ability to make good decisions is widely dispersed throughout the population and is not necessarily the sole province of managers. A manager who views employees from a Theory Y (positive) perspective believes:

Herzberg’s Motivation-Hygiene Theory Achievement Recognition Work itself Responsibility Advancement Growth Supervision Company policy Relationship with supervisor Working conditions Salary Relationship with peers Personal life Relationship with subordinates Status Security MotivatorsHygiene FactorsExtremelySatisfiedNeutralExtremelyDissatisfied

Contrasting Views of Satisfaction- Dissatisfaction Motivators Hygiene Factors Traditional View SatisfactionDissatisfaction Herzberg’s View Satisfaction No Satisfaction No Dissatisfaction Dissatisfaction

McClelland’s Three-Needs Theory n Need for Achievement (nAch) n Need for Power (nPow) n Need for Affiliation (nAff)

Equity Theory Relationships Outcomes A Outcomes B Inputs A Inputs B Outcomes A Outcomes B Inputs A Inputs B Outcomes A Outcomes B Inputs A Inputs B PERCEIVED RATIO COMPARISON* EMPLOYEE’S ASSESSMENT < > = Inequity (under-rewarded) Equity Inequity (over-rewarded)

Equity Theory Propositions n Given payment by time, over-rewarded employees will produce more than equitably paid employees. n Given payment by quantity of production, over-rewarded employees will produce fewer but higher-quality units than equitably paid employees. n Given payment by time, under-rewarded employees will produce less or poorer-quality output. n Given payment by quantity of production, under-rewarded employees will produce a large number of low-quality units in comparison with equitably paid employees.

Simplified Expectancy Theory Individual Effort Individual Performance Organizational Rewards Individual Goals A B C A B C = Effort-performance linkage = Performance-reward linkage = Attractiveness

Motivating Employees n Recognize individual differences n Match people to jobs n Use goals n ensure that goals are perceived as attainable n Individualize rewards n Link rewards to performance n Check the system for equity n Don’t ignore money

The Job Characteristics Theory of Work Motivation Core Job CharacteristicsCritical Psychological States Personal and Work Outcomes Skill Varieties Task Identity Task Significance Autonomy Feedback Experienced Meaning- fulness of the Work Experienced Respon- sibility for Work Outcomes Knowledge of Results from Work Activities High Internal Work Motivation High-Quality Work Performance High Satisfaction With the Work Low Turnover and Absenteeism Strength of Relationships is Determined by Intensity of Employee Growth Need Fig. 2-3© 1998 by Prentice Hall

The Techniques of Job Analysis Fig. 2-4a Technique EmployeeGroup Focused On * The term job incumbent refers to the person currently filling a particular job. © 1998 by Prentice Hall Data-CollectionMethod AnalysisResults Description 1. Task Inventory Analysis Any —large number of workers needed Question- naire Rating of tasks Tasks are rated by job incumbent,* supervisor, or job analyst. Ratings may be characteristics such as importance of task and time spent doing it. 2. Critical Incident Technique AnyInterviewBehavioral descrip- tion Behavioral incidents representing poor through excellent performance are generated for each dimension of the job.

The Techniques of Job Analysis (cont.) Fig. 2-4b Technique EmployeeGroup Focused On * The term job incumbent refers to the person currently filling a particular job. © 1998 by Prentice Hall Data-CollectionMethod AnalysisResults Description 3. Position Analysis Question- naire (PAQ) AnyQuestion- naire Rating of 194 job elements Elements are rated on six scales (for example, extent of use, importance to job). Ratings are analyzed by computer. 4. Functional Job Analysis (FAQ) AnyGroup interview/ Question- naire Rating of how job incumbent relates to people, data, and things Originally designed to improve counseling and placement of people registered at local state employment offices. Task statements are generated and then presented to job incumbents to rate on such dimensions as frequency and importance.

The Techniques of Job Analysis (cont.) Fig. 2-4c Technique EmployeeGroup Focused On * The term job incumbent refers to the person currently filling a particular job. © 1998 by Prentice Hall Data-CollectionMethod AnalysisResults Description 5. Methods Analysis (Motion Study) AnyQuestion- naire Rating of 194 job elements Elements are rated on six scales (for example, extent of use, importance to job). Ratings are analyzed by computer. 6. Guide- lines Oriented Job Analysis AnyInterviewSkills and knowledge required Job incumbents identify duties as well as know- ledge, skills, physical abilities, and other characteristics needed to perform the job.

The Techniques of Job Analysis (cont.) Fig. 2-4d Technique EmployeeGroup Focused On * The term job incumbent refers to the person currently filling a particular job. © 1998 by Prentice Hall Data-CollectionMethod AnalysisResults Description 7. Manage- ment Position Description Question- naire (MPDQ) ManagerialQuestion- naire Checklist of 197 items Managers check items descriptive of their responsibilities. 6. Hay PlanManagerial organization InterviewImpact of job on Managers are interviewed regarding such issues as their responsibilities and accountabilities. Responses are analyzed according to four dimensions: objectives, dimensions, nature and scope, accountability.

Selected Human Resource Information Systems Applicants n Applicant tracking n Basic employee information n Benefits administration n Bonus and incentive management n Career development/ planning n Compensation budgeting n EEO/AA compliance n Employment history n Health and safety n Health insurance utilization n HR planning and forecasting n Job descriptions/analysis n Job evaluation n Job posting n Labor relations planning n Payroll n Pension and retirement n Performance management n Short- and long-term disabilities n Skills inventory n Succession planning n Time and attendance n Turnover analysis Fig. 2-8© 1998 by Prentice Hall