Managing Work Flows and Conducting Job Analysis 2 Managing Work Flows and Conducting Job Analysis

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

Organizational Structures United States Army General Colonels Majors Captains and Lieutenants Warrant Officers This diagram represents a typical bureaucratic organizational structure. It is characterized by top-down management, highly specialized jobs, narrowly specified job descriptions, and employees or individuals working independently. Military organization is an excellent example of this kind of organizational structure. Sergeants Corporals Privates

Organizational Structures (cont.) A Typical Law Firm Chief Partner Partners This diagram represents a typical flat organizational structure. It is characterized by decentralized management, horizontal career paths that cross functions, broadly defined jobs, flexible boundaries between jobs, emphasis on teams, and a strong focus on the customer. Notice that there is much less hierarchy, and fewer management levels than is found in the bureaucratic organization. Associates

Organizational Structures (cont.) Alliance of three companies that pool their resources to produce a new product, such as a computer chip. Company A This diagram represents a typical boundaryless organizational structure. It is characterized by joint ventures with customers, suppliers, and competitors, and an emphasis on teams whose member may cross organizational boundaries. This organizational structure share many characteristics of flat organizational structures. Company B Company C

Work Flow Analysis The process of examining how work creates or adds value to the ongoing processes in a business.

Business Process Reengineering (BPR) A fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed.

Processing a Loan Application at IBM Credit Corporation Before and After Business Process Engineering Work Flow Using Specialists Customer Service Receptionist Credit Checker Business Practices Specialist Admini- strator To Cus- tomer Pricer 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 The greater efficiencies obtained through business process reengineering is demonstrated here. Before the ‘rethinking’ of the process, the loan process took an average of six days to complete, which gave customers the opportunity to look elsewhere for financing. For much of that time, the application was either in transit between the loan specialists or sitting on someone's desk. Using BPR, the jobs of the five loan specialists were reorganized into the job of just one generalist call the deal structurer. With the new process, loan applications can be completed in four hours instead of six days. Work Flow After Business Process Reengineering Deal Structurer To Customer Use sophisticated computer program to process entire loan application

Flexible Workforce Core vs. contingent Temporary employees Outsourcing/Contract workers

Tips on Managing Problem-Solving Teams If the team is expected to implement new ideas, include members from different levels of the organization. Monitor the team to ensure that the free exchange of ideas and creativity is not stifled if managers and employees are on the same team. Select members for their expertise and diverse perspectives but also for their ability to compromise and solve problems collaboratively. Allow the team enough time to complete its task. Coordinate with other managers to free up time for the members. Managers should be able to use problem-solving teams consisting of employees with cross-functional skills to solve challenging organizational issues. This slide presents some important points to consider in designing and managing such teams.

Self-Managed Teams Responsible for entire component Peer evaluation of performance Pay focused on team performance Leaders likely to emerge New skills needed Technical cross-training Administrative Interpersonal/communications

Motivation That which energizes, directs, and sustains human behavior. In HRM, a person’s desire to do the best possible job or to exert the maximum effort to perform assigned tasks.

Motivation Theories Herzberg: Two-Factor Goal-Setting Clear and specific Challenging Participatory Frequent feedback Job characteristics

The Job Characteristics Theory of Work Motivation Core Job Characteristics Critical Psychological States Personal and Work Outcomes Skill Varieties Task Identity Task Significance Experienced Meaning- fullness of the Work High Internal Work Motivation High-Quality Work Performance Autonomy Experienced Respon- sibility for Work Outcomes High Satisfaction With the Work Developed by Richard Hackman and Greg Oldham, job characteristics theory state that employees will be more motivated to work and more satisfied with their jobs to the extent that jobs contain certain core characteristics. These core job characteristics create the conditions that allow employees to experience critical psychological states that are related to beneficial work outcomes, including high work motivation. The strength of the linkage among job characteristics, psychological states, and work outcomes is determined by the intensity of the individual employee’s need for growth. Knowledge of Results from Work Activities Feedback Low Turnover and Absenteeism Strength of Relationships is Determined by Intensity of Employee Growth Need

Job Design Work simplification Job enlargement and Rotation Job enrichment

Job Analysis The systematic process of collecting information used to make decisions about jobs. Identifies the tasks, duties, and responsibilities of a particular job

The Techniques of Job Analysis Employee Group Focused On Data- Collection Method Analysis Results Technique 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 Any Interview Behavioral descrip- tion Behavioral incidents representing poor through excellent performance are generated for each dimension of the job. Task inventory analysis is actually a collection of methods. The technique is used to determine the knowledge, skills, and abilities (KSAs) needed to perform a job successfully. The analysis involves three steps: (1) interview, (2) survey, and (3) generation of a task by KSA matrix. The critical incident technique (CIT) is used to develop behavioral descriptions of a job. In CIT, supervisors and workers generate behavioral incidents of job performance. The technique involves the following four steps: (1) generate dimensions, (2) generate incidents, (3) retranslate, and (4) assign effectiveness values. * The term job incumbent refers to the person currently filling a particular job.

The Techniques of Job Analysis (cont.) Employee Group Focused On Data- Collection Method Analysis Results Technique Description 3. Position Analysis Question- naire (PAQ) Any Question- 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) Any Group 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 PAQ is a job analysis questionnaire that contains 194 different items. Using a five-point scale, the PAQ seeks to determine the degree to which the different items, or job elements, are involved in performing a particular job. Functional job analysis, a technique used in the public sector, can be done by either interview or questionnaire. This technique collects information on various aspects of the job, including: what the job incumbent does to people, data, and things; the methods and techniques the job incumbent uses to perform the job; the machines, tools, and equipment used by the job incumbent; the materials, projects, or services produced by the job incumbent.

The Techniques of Job Analysis (cont.) Employee Group Focused On Data- Collection Method Analysis Results Technique Description 5. Methods Analysis (Motion Study) Any Question- 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 Any Interview Skills and knowledge required Job incumbents identify duties as well as know- ledge, skills, physical abilities, and other characteristics needed to perform the job. Methods analysis is a systematic means for determining the standard time for various work tasks. It is based on observation and timing of work tasks. In a guidelines oriented job analysis, job incumbents identify duties as well as knowledge, skills, physical abilities, and other characteristics needed to perform the job.

The Techniques of Job Analysis (cont.) Employee Group Focused On Data- Collection Method Analysis Results Technique Description 7. Manage- ment Position Description Question- naire (MPDQ) Managerial Question- naire Checklist of 197 items Managers check items descriptive of their responsibilities. 8. Hay Plan Managerial organization Interview Impact of job on organiza- tion Managers are interviewed regarding such issues as their responsibilities and accountabilities. Responses are analyzed according to four dimensions: objectives, dimensions, nature and scope, accountability. A management position description questionnaire (MPDQ) is a questionnaire which focuses on a manager’s performance. Management check items that are descriptive of their responsibilities. A hay plan is also a technique that is used to assess a manager’s performance. Managers are interviewed regarding such issues as their responsibilities and accountabilities. Responses are analyzed according to four dimensions: objectives, dimensions, nature and scope, and accountability.

Task Inventory Analysis This technique is used to determine the knowledge, skills, and abilities (KSAs) needed to perform a job successfully. The analysis involves three steps: Interview Survey Generation of a task by KSA matrix As a technique used to determine knowledge, skills, and abilities, task inventory analysis has two major advantages: It is a systematic means for analyzing the tasks in a particular situation, and it uses a tailor-made questionnaire rather than an already-prepared stock questionnaire.

Critical Incident Technique The critical incident technique (CIT) is used to develop behavioral descriptions of a job. In CIT, supervisors and workers generate behavioral incidents of job performance. The technique involves the following four steps: Generate dimensions Generate incidents Retranslate Assign effectiveness values The CIT provides a detailed behavioral description of jobs. It is often used as a basis for performance appraisal systems and training programs, as well as to develop behaviorally based selection interview questions.

Guidelines for Conducting a Job Analysis Determine the desired applications of the job analysis. Select the jobs to be analyzed. Gather the job information. Verify the accuracy of the job information. Document the job analysis by writing a job description. This slide outlines critical steps in conducting a job analysis. As a general rule, the more concrete and observable the information, the better. Because job analysis can be the basis on which a firm wins or loses a lawsuit over how it selects or appraises employees, it is important that organizations carefully document their job-analysis efforts.

Uses of Job Analysis Describe the job Comply with laws and defend suits Improve the work! Organizational flexibility

Job Description A written document that identifies, describes, and defines a job in terms of its duties, responsibilities, working conditions, and specifications.

Key Elements of a Job Description Identifying information Job Summary Duties and Responsibilities Specifications and minimum qualifications

Selected Human Resource Information Systems Applications Applicant tracking Basic employee information Benefits administration Bonus and incentive management Career development/ planning Compensation budgeting EEO/AA compliance Employment history Health and safety Health insurance utilization HR planning and forecasting Job descriptions/analysis Job evaluation Job posting Labor relations planning Payroll Pension and retirement Performance management Short- and long-term disabilities Skills inventory Succession planning Time and attendance Turnover analysis There are a wide variety of specialized human resource information systems applications. Human resource information systems (HRIS) are systems used to collect, record, store, analyze, and retrieve data concerning an organization’s human resources.