© The McGraw-Hill Companies, Inc., 2004 1. 2 Technical Note 4 Job Design and Work Measurement.

Slides:



Advertisements
Similar presentations
11 Motivating Employees This may sound soft and mushy, but happy people are better for business. They are more creative and productive, they build environments.
Advertisements

PowerPoint presentation to accompany Operations Management, 6E (Heizer & Render) © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J S10-1 Operations.
McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved. 7 Design of Work Systems.
Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 1 Introduction  My expectations.
Topics we will cover Chapter 8 The job characteristics model
Designing Compensation and Benefit Packages
2000 by Prentice-Hall, Inc1 Chapter 17 - Human Resources in Strategic Planning  TQM recognizes importance of employees  Education & training viewed as.
INDUSTRIAL & SYSTEMS ENGINEERING
Human Resource Issues in Operations Management
Job Design and Work Measurement
McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved. 7 Design of Work Systems.
Work Design and Measurement
Irwin/McGraw-Hill 1 What is Job Design? Job design is the function of specifying the work activities of an individual or group in an organizational setting.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved. 1.
HND – 5. Motivation Applications
Pay-for-Performance Plans
Copyright © 2012 by Cengage Learning. All rights reserved Chapter 14 Managing & Enhancing Performance: The BIG PICTURE Prepared by Joseph Mosca Monmouth.
© 2013 Cengage Learning Chapter 14 Jobs and the Design of Work Learning Outcomes 1.Differentiate between job and work. 2.Discuss the traditional approaches.
JOB DESIGN,. JOB DESIGN Job design is a way of organising tasks, duties and responsibilities into a productive unit of the work. An outgrowth of job analysis.
Human Resources in Operations
Work Design and Measurement Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent.
How Does Motivation Work?
Recognizing Employee Contributions with Pay
Copyright 2006 John Wiley & Sons, Inc. Beni Asllani University of Tennessee at Chattanooga Human Resources Operations Management Chapter 8 Roberta Russell.
DOM 511 : - Operations mgt practice
7 Design of Work Systems.
Possible Sources of Dissatisfaction with Assembly Line Jobs Repetitiveness Involvement with only a Portion of the Total Production Cycle Limited Social.
Job Analysis, Job Design, and the Job Description
Chapter 14 Nelson & Quick Jobs & the Design of Work.
Principles of Operations Management
Transparency Masters to accompany Heizer/Render – Principles of Operations Management, 5e, and Operations Management, 7e © 2004 by Prentice Hall, Inc.,
MANPOWER PLANNING.
© The McGraw-Hill Companies, Inc., Technical Note 4 Job Design and Work Measurement.
Work Design and Measurement McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Work Design and Measurement McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
- For 6 th Semester Job Design, Production and Operations Standards, and Work Measurement.
JOB ANALYSIS AND DESIGN Chapter 2 1. JOB ANALYSIS AND DESIGN IMPORTANCE: 1.Job design can impact employee performance 2.Affect job satisfaction 3.Help.
JOB ANALYSIS AND DESIGN
Copyright © 2014 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT 5 TH EDITION BY R.A.
Motivation: From Concepts to Applications
Company LOGO Work Measurements Lab # 5. Outline 1. Work Study 2. Method Study 3. Work Measurement 4. Time Study 3. Standard Time June 4, 20162Lab # 5:
PowerPoint Presentation Design by Charlie Cook The University of West Alabama Prepared by Joseph B. Mosca, Monmouth University and Marla M. Kameny, Baton.
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin 8–1 CHAPTER 9 ORGANISATION.
Motivational Strategies: Job Design Strategy and job design Factors influencing job design Individual approaches to job design Group approach to job design.
© 2011 Cengage Learning. All rights reserved. Chapter 14 Jobs and the Design of Work Learning Outcomes 1.Differentiate between job and work. 2.Discuss.
MTSU Facility Layout Arrangement of Manufacturing and Services Processes Arrangement of Manufacturing and Services Processes.
4e Nelson/Quick ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole.
Possible Sources of Dissatisfaction with Assembly Line Jobs Repetitiveness Involvement with only a Portion of the Total Production Cycle Limited Social.
MBA 8452 Systems and Operations Management MBA 8452 Systems and Operations Management Job Design.
ENG M 501 Production and Operations Management Chapter 6A Job Design and Work Measurement Lecture 04a: 27 January 2009 John Doucette Dept. of Mechanical.
Chapter 6 Jobs & the Design of Work. Job Compared to Work Job - a set of specified work and task activities that engage an individual in an organization.
Company LOGO Work Measurements Lab # 5. Outline 1. Work Study 2. Method Study 3. Work Measurement 4. Time Study 3. Standard Time February 17, 20162Lab.
7-1 McGraw-Hill Ryerson Operations Management, 2 nd Canadian Edition, by Stevenson & Hojati Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights.
Copyright ©2016 Pearson Education, Inc. 5-1 Essentials of Organizational Behavior 13e Stephen P. Robbins & Timothy A. Judge Chapter 5 Personality and Values.
BY Mrs. Rand Omran Alastal Kelli J. Schutte William Jewell College Robbins & Judge Organizational Behavior 14th Edition Motivation: From Concepts.
12-1 McGraw-Hill/IrwinCopyright © 2009 by The McGraw-Hill Companies, Inc. All Rights Reserved. fundamentals of Human Resource Management 4 th edition by.
Motivation: From Concepts to Applications 동기부여 : 개념에서 응용까지 ⓒ Professor Kichan PARK
7-1 McGraw-Hill/Irwin Operations Management, Seventh Edition, by William J. Stevenson Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
Job Design and Work Measurement
7 Design of Work Systems.
McGraw-Hill/Irwin ©2009 The McGraw-Hill Companies, All Rights Reserved
The Human Resource Environment
7 Design of Work Systems.
Operations Management
Analyzing Work and Designing Jobs
YOUR DREAMS AND ASPIRATIONS…
What Is Motivation? Motivation
Operations Management
Production and Operations Management
Presentation transcript:

© The McGraw-Hill Companies, Inc.,

2 Technical Note 4 Job Design and Work Measurement

© The McGraw-Hill Companies, Inc., Job Design Defined Job Design Decisions Trends in Job Design Work Measurement Basic Compensation Systems Financial Incentive Plans OBJECTIVES

© The McGraw-Hill Companies, Inc., What is Job Design? Defined Job design is the function of specifying the work activities of an individual or group in an organizational setting The objective of job design is to develop jobs that meet the requirements of the organization and its technology and that satisfy the jobholder’s personal and individual requirements

© The McGraw-Hill Companies, Inc., Job Design Decisions HowWhyWhenWhereWhatWho Mental and physical characteristics of the work force Tasks to be performed Geographic locale of the organization; location of work areas Time of day; time of occurrence in the work flow Organizational rationale for the job; object- ives and mot- ivation of the worker Method of performance and motivation Ultimate Job Structure

© The McGraw-Hill Companies, Inc., Trends in Job Design  Quality control as part of the worker's job  Cross-training workers to perform multi skilled jobs  Employee involvement and team approaches to designing and organizing work  "Informating" ordinary workers through and the Internet

© The McGraw-Hill Companies, Inc., Trends in Job Design (Continued)  Extensive use of temporary workers  Automation of heavy manual work  Organizational commitment to providing meaningful and rewarding jobs for all employees

© The McGraw-Hill Companies, Inc., Behavioral Considerations in Job Design Ultimate Job Structure Degree of Specialization Job Enrichment (vs. Enlargement) Balancing the specialization in a job and its content through enrichment can give us….

© The McGraw-Hill Companies, Inc., Sociotechnical Systems Task Variety Skill Variety Feedback Task Identity Task Autonomy Process Technology Needs Worker/Group Needs Focuses on the interaction between technology and the work group by looking at….

© The McGraw-Hill Companies, Inc., Physical Considerations in Job Design Work physiology sets work-rest cycles according to the energy expended in various parts of the job. The harder the work, the more the need for rest periods. Ergonomics is a term used to describe the study of the physical arrangement of the work space together with tools used to perform a task. Fit the work to the body rather than forcing the body to conform to the work.

© The McGraw-Hill Companies, Inc., Work Methods Workers Interacting with Other Workers A Production Process Worker at a Fixed Workplace Worker Interacting with Equipment Ultimate Job Design

© The McGraw-Hill Companies, Inc., Work Measurement Defined Work measurement is a process of analyzing jobs for the purpose of setting time standards Why use it? – Schedule work and allocate capacity – Motivate and measure work performance – Evaluate performance – Provide benchmarks

© The McGraw-Hill Companies, Inc., Time Study Normal Time Formulas Normal time(NT)=Observed performance time per unit x (Performance rating)* *The Performance Rating is usually expressed in decimal form in these formulas. So a person working 10% faster than normal would have a Performance Rating of 1.10 or 110% of normal time. Working 10% slower, 0.90 or 90% of normal. NT= Time worked _ x (Performance rating)* Number of units produced Normal time(NT)=Observed performance time per unit x (Performance rating)* *The Performance Rating is usually expressed in decimal form in these formulas. So a person working 10% faster than normal would have a Performance Rating of 1.10 or 110% of normal time. Working 10% slower, 0.90 or 90% of normal. NT= Time worked _ x (Performance rating)* Number of units produced

© The McGraw-Hill Companies, Inc., Time Study Standard Time Formulas Standard time = Normal time + (Allowances x Normal times) Standard time = NT(1 + Allowances) Standard time = NT. 1 - Allowances Standard time = Normal time + (Allowances x Normal times) Standard time = NT(1 + Allowances) Standard time = NT. 1 - Allowances

© The McGraw-Hill Companies, Inc., Time Study Example Problem You want to determine the standard time for a job. The employee selected for the time study has produced 20 units of product in an 8 hour day. Your observations made the employee nervous and you estimate that the employee worked about 10 percent faster than what is a normal pace for the job. Allowances for the job represent 25 percent of the normal time. Question: What are the normal and standard times for this job? You want to determine the standard time for a job. The employee selected for the time study has produced 20 units of product in an 8 hour day. Your observations made the employee nervous and you estimate that the employee worked about 10 percent faster than what is a normal pace for the job. Allowances for the job represent 25 percent of the normal time. Question: What are the normal and standard times for this job?

© The McGraw-Hill Companies, Inc., Time Study Example Solution Normal time = Time worked x (Performance rating) Number of units produced = (480 minutes/20) x (1.10) = 26.4 minutes Standard time = NT. 1 – Allowances = (26.4)/(1-0.25) = 35.2 minutes

© The McGraw-Hill Companies, Inc., Work Sampling Use inference to make statements about work activity based on a sample of the activity Ratio Delay – Activity time percentage for workers or equipment Performance Measurement – Relates work time to output (performance index) Time Standards – Standard task times

© The McGraw-Hill Companies, Inc., Advantage of Work Sampling over Time Study Several work sampling studies may be conducted simultaneously by one observer The observer need not be a trained analyst unless the purpose of the study is to determine a time standard No timing devices are required Work of a long cycle time may be studied with fewer observer hours

© The McGraw-Hill Companies, Inc., Advantage of Work Sampling over Time Study (Continued) The duration of the study is longer, which minimizes effects of short-period variations The study may be temporarily delayed at any time with little effect Because work sampling needs only instantaneous observations (made over a longer period), the operator has less chance to influence the findings by changing work method

© The McGraw-Hill Companies, Inc., Basic Compensation Systems Hourly Pay Straight Salary Piece Rate Commissions

© The McGraw-Hill Companies, Inc., Financial Incentive Plans Individual and Small-Group Plans – Output measures – Quality measures – Pay for knowledge Organization-wide Plans – Profit-sharing – Gain-sharing Bonus based on controllable costs or units of output Involve participative management

© The McGraw-Hill Companies, Inc., Scanlon Plan Basic Elements The ratio – Standard for judging business performance The bonus – Depends on reduction in costs below the preset ratio The production committee The screening committee

© The McGraw-Hill Companies, Inc., Pay-for-Performance Paying employees based on their performance works--improvements in productivity and quality Pay-for-performance will become increasingly common components of performance management strategies and systems

© The McGraw-Hill Companies, Inc., Question Bowl A job is said to be enlarged vertically if the employee is involved with which of the following? a.The job’s planning b.The job’s organizing c.The job’s inspecting d.All of the above e.None of the above Answer: d. All of the above

© The McGraw-Hill Companies, Inc., Question Bowl Research on Sociotechnical Systems have found that individuals or work groups require an integrated pattern of work activities that incorporates which of the following job design principles? a.Decreased task variety b.Decreased skill variety c.Decreased task autonomy d.All of the above e.None of the above Answer: e. None of the above (Increases in task variety, skill variety, and task autonomy have all been suggested in the research.)

© The McGraw-Hill Companies, Inc., Question Bowl Which of the following activities requires the most typical energy cost in calories per minute? a.Walking upstairs b.Writing c.Chopping wood d.Typing on a computer e.Digging Answer: a. Walking upstairs (According to the Calorie Requirements for Various Activities exhibit walking upstairs requires the most calories at 12 per minute.)

© The McGraw-Hill Companies, Inc., Question Bowl Which of the following is the Normal Time for a job whose observed performance time is 10 minutes and whose performance rating is only 90%? a.90 minutes b.9 minutes c.1.10 minutes d minutes e.None of the above Answer: b. 9 minutes (10 x 0.90=9 minutes)

© The McGraw-Hill Companies, Inc., Question Bowl Which of the following is the Normal Time for a job whose observed performance time is 35 minutes and whose performance rating is 30% above normal time? a.40 minutes b.50 minutes c.60 minutes d minutes e.None of the above Answer: e. None of the above (NT=35x(1.3)=45.5 minutes)

© The McGraw-Hill Companies, Inc., Question Bowl Which of the following is the Standard Time for a job whose Normal Time is 20 minutes and whose Allowances are 5% of Normal Time? a minutes b.21 minutes c.400 minutes d.450 minutes e.None of the above Answer: b. 21 minutes (ST=NT(1+Allowances) or 20(1.05)=21 minutes)

© The McGraw-Hill Companies, Inc., End of Technical Note 4