1. DESIGN AND REDESIGN OF WORK SYSTEMS

2. Exhibit 6.1 Model for Design of Work Systems

3. Design of Work Systems Job SpecializationJob Specialization –Creates jobs with very narrow task (activity) assignments –Resulted in high efficiency, quickly achieved job competency, low training costs, but created monotonous jobs Job EnlargementJob Enlargement –An increase in task variety to relieve boredom Job RotationJob Rotation –Employees moved across different specialized positions –Enlargement & rotation add variety but not necessarily responsibility Job SpecializationJob Specialization –Creates jobs with very narrow task (activity) assignments –Resulted in high efficiency, quickly achieved job competency, low training costs, but created monotonous jobs Job EnlargementJob Enlargement –An increase in task variety to relieve boredom Job RotationJob Rotation –Employees moved across different specialized positions –Enlargement & rotation add variety but not necessarily responsibility

4. Design of Work Systems Job EnrichmentJob Enrichment –Increasing amount of responsibility for quality & productivity that employees have for their own work Vertical LoadingVertical Loading –Reassignment of job responsibility formerly delegated to supervisor to employee Job EnrichmentJob Enrichment –Increasing amount of responsibility for quality & productivity that employees have for their own work Vertical LoadingVertical Loading –Reassignment of job responsibility formerly delegated to supervisor to employee

5. Five Core Job Characteristics Skill varietySkill variety –Extent to which work allows employee to use variety of skills Task identityTask identity –Extent to which work allows employee to complete whole or identifiable piece of work Task significanceTask significance –Extent to which employee perceives that work is important & meaningful to those inside or outside organization Skill varietySkill variety –Extent to which work allows employee to use variety of skills Task identityTask identity –Extent to which work allows employee to complete whole or identifiable piece of work Task significanceTask significance –Extent to which employee perceives that work is important & meaningful to those inside or outside organization AutonomyAutonomy –Extent to which employee is able to work & determine work procedure at own discretion FeedbackFeedback –Extent to which work allows employee to gain sense of how well job responsibilities are met

6. Types of Task Interdependence Pooled interdependencePooled interdependence –Individual employees work independently of each other in performing tasks but utilize coordination of activities Sequential interdependenceSequential interdependence –Work in process flow is linear, from one individual to another –One individual depends on timely completion of quality work from another coworker Pooled interdependencePooled interdependence –Individual employees work independently of each other in performing tasks but utilize coordination of activities Sequential interdependenceSequential interdependence –Work in process flow is linear, from one individual to another –One individual depends on timely completion of quality work from another coworker Reciprocal interdependenceReciprocal interdependence –Workflow is random –Responds to immediate situation –Employees have joint & shared responsibilities for work Higher levels of interdependence require higher levels of coordination & attentionHigher levels of interdependence require higher levels of coordination & attention

7. Technology Issues and Challenges for HR TelecommutingTelecommuting Employee surveillance & monitoringEmployee surveillance & monitoring e-HRe-HR Social NetworkingSocial Networking TelecommutingTelecommuting Employee surveillance & monitoringEmployee surveillance & monitoring e-HRe-HR Social NetworkingSocial Networking

8. Work-flow Analysis Work-flow analysis are useful in:Work-flow analysis are useful in: –providing a means for the managers to understand all the tasks required to produce a high-quality product –providing the skills necessary to perform those tasks Work flow analysis includes:Work flow analysis includes: –analyzing work outputs –analyzing work processes –analyzing work inputs Work-flow analysis are useful in:Work-flow analysis are useful in: –providing a means for the managers to understand all the tasks required to produce a high-quality product –providing the skills necessary to perform those tasks Work flow analysis includes:Work flow analysis includes: –analyzing work outputs –analyzing work processes –analyzing work inputs

9. Raw Inputs - material - information Equipment - facilities - systems People - knowledge - skills - abilities ACTIVITY what tasks are required? OUTPUT - product/service - how measured? Developing a Workflow Analysis

10. Organizational Structure Organization structure provides a cross- sectional overview of the static relationship between individuals and units that create the outputs.Organization structure provides a cross- sectional overview of the static relationship between individuals and units that create the outputs. Two important dimensions of structure are:Two important dimensions of structure are: 1. Centralization 2. Departmentalization Organization structure provides a cross- sectional overview of the static relationship between individuals and units that create the outputs.Organization structure provides a cross- sectional overview of the static relationship between individuals and units that create the outputs. Two important dimensions of structure are:Two important dimensions of structure are: 1. Centralization 2. Departmentalization

11. Structural Configuration Functional functional departmentalizationfunctional departmentalization high level of centralizationhigh level of centralization high efficiencyhigh efficiency inflexibleinflexible insensitive to subtle differences across products, regions, and clientsinsensitive to subtle differences across products, regions, and clientsFunctional functional departmentalizationfunctional departmentalization high level of centralizationhigh level of centralization high efficiencyhigh efficiency inflexibleinflexible insensitive to subtle differences across products, regions, and clientsinsensitive to subtle differences across products, regions, and clients Divisional workflow departmentalizationworkflow departmentalization low level of centralizationlow level of centralization semi-autonomoussemi-autonomous flexible and innovativeflexible and innovative sensitive to subtle differences across products, regions, and clientssensitive to subtle differences across products, regions, and clients low efficiencylow efficiency

12. The Importance of Job Analysis to HR Managers Job Analysis Work Redesign HR Planning Selection Performance Appraisal Job Evaluation Career Planning Training and Development

13. The Importance of Job Analysis to Line Managers Managers must have detailed information about all the jobs in their work group to understand the work-flow process.Managers must have detailed information about all the jobs in their work group to understand the work-flow process. Managers need to understand the job requirements to make intelligent hiring decisions.Managers need to understand the job requirements to make intelligent hiring decisions. Managers must clearly understand the tasks required in every job. Managers must clearly understand the tasks required in every job. Managers must have detailed information about all the jobs in their work group to understand the work-flow process.Managers must have detailed information about all the jobs in their work group to understand the work-flow process. Managers need to understand the job requirements to make intelligent hiring decisions.Managers need to understand the job requirements to make intelligent hiring decisions. Managers must clearly understand the tasks required in every job. Managers must clearly understand the tasks required in every job.

14. Job Analysis Information Job Description is a list of tasks, duties, and responsibilities (TDRs)Job Description is a list of tasks, duties, and responsibilities (TDRs) Job Specification is a list of knowledge, skills, abilities, and other characteristics (KSAOs)Job Specification is a list of knowledge, skills, abilities, and other characteristics (KSAOs) Job Description is a list of tasks, duties, and responsibilities (TDRs)Job Description is a list of tasks, duties, and responsibilities (TDRs) Job Specification is a list of knowledge, skills, abilities, and other characteristics (KSAOs)Job Specification is a list of knowledge, skills, abilities, and other characteristics (KSAOs)

15. Job Analysis Methods Position Analysis Questionnaire (PAQ)Position Analysis Questionnaire (PAQ) Fleishman Job Analysis System (FJAS)Fleishman Job Analysis System (FJAS) Occupational Information Network (O*NET)Occupational Information Network (O*NET) Position Analysis Questionnaire (PAQ)Position Analysis Questionnaire (PAQ) Fleishman Job Analysis System (FJAS)Fleishman Job Analysis System (FJAS) Occupational Information Network (O*NET)Occupational Information Network (O*NET)

16. Job Dimensions and Job Tasks of a University Professor Teaching prepares and presents lecture material in class Research prepares research reports for publication in journals Service serves on departmental committees as needed Consulting performs work for external organizations Advising gives career counseling advice to students

17. Job Design Job designJob design Job redesignJob redesign Four approaches used in job design are:Four approaches used in job design are: –mechanistic approach –motivational approach –biological approach –perceptual-motor approach Job designJob design Job redesignJob redesign Four approaches used in job design are:Four approaches used in job design are: –mechanistic approach –motivational approach –biological approach –perceptual-motor approach

18. Mechanistic Approach Has its roots in classical industrial engineering.Has its roots in classical industrial engineering. Focuses on designing jobs around the concepts of:Focuses on designing jobs around the concepts of: – task specialization –skill simplification –repetition Scientific managementScientific management –is one of the earliest mechanistic approaches –sought to identify the one best way to perform the job through the use of time-and-motion studies Has its roots in classical industrial engineering.Has its roots in classical industrial engineering. Focuses on designing jobs around the concepts of:Focuses on designing jobs around the concepts of: – task specialization –skill simplification –repetition Scientific managementScientific management –is one of the earliest mechanistic approaches –sought to identify the one best way to perform the job through the use of time-and-motion studies

19. Motivational Approach The motivational approach to job design focuses on the job characteristics that affectsThe motivational approach to job design focuses on the job characteristics that affects – the psychological meaning –motivational potential of job design. A focus on increasing job complexity through:A focus on increasing job complexity through: –job enlargement –job enrichment –the construction of jobs around sociotechnical systems. The motivational approach to job design focuses on the job characteristics that affectsThe motivational approach to job design focuses on the job characteristics that affects – the psychological meaning –motivational potential of job design. A focus on increasing job complexity through:A focus on increasing job complexity through: –job enlargement –job enrichment –the construction of jobs around sociotechnical systems.

20. Biological Approach Comes primarily from the sciences of biomechanics, or the study of body movementsComes primarily from the sciences of biomechanics, or the study of body movements ErgonomicsErgonomics The goal of this approach is to minimize the physical strain on the worker.The goal of this approach is to minimize the physical strain on the worker. Focuses on outcomes such as:Focuses on outcomes such as: – physical fatigue –aches and pains –health complaints Comes primarily from the sciences of biomechanics, or the study of body movementsComes primarily from the sciences of biomechanics, or the study of body movements ErgonomicsErgonomics The goal of this approach is to minimize the physical strain on the worker.The goal of this approach is to minimize the physical strain on the worker. Focuses on outcomes such as:Focuses on outcomes such as: – physical fatigue –aches and pains –health complaints

21. Perceptual-Motor Approach Has its roots in the human-factors literature.Has its roots in the human-factors literature. Focuses on human mental capabilities and limitations.Focuses on human mental capabilities and limitations. The goal is to design jobs that do not exceed people's mental capabilities.The goal is to design jobs that do not exceed people's mental capabilities. Tries to improve reliability, safety, and user reactions by designing jobs in a way that reduces the information processing requirements of the job.Tries to improve reliability, safety, and user reactions by designing jobs in a way that reduces the information processing requirements of the job. Has its roots in the human-factors literature.Has its roots in the human-factors literature. Focuses on human mental capabilities and limitations.Focuses on human mental capabilities and limitations. The goal is to design jobs that do not exceed people's mental capabilities.The goal is to design jobs that do not exceed people's mental capabilities. Tries to improve reliability, safety, and user reactions by designing jobs in a way that reduces the information processing requirements of the job.Tries to improve reliability, safety, and user reactions by designing jobs in a way that reduces the information processing requirements of the job.

22. Trade-Offs among Different Approaches to Job Design Job Design Approach Positive Outcomes Negative Outcomes Motivational Mechanistic Biological Perceptual-Motor Higher job satisfaction Higher motivation Greater job involvement Lower absenteeism Decreased training time Higher utilization levels Lower likelihood of error Less chance of mental overload and stress Less physical effort Less physical fatigue Fewer health complaints Fewer medical incidences Lower absenteeism Higher job satisfaction Lower likelihood of error Lower likelihood of accidents Less chance of mental overload and stress Lower training time Higher utilization levels Increased training time Lower utilization levels Greater likelihood of error Greater chance of mental overload and stress Lower job satisfaction Lower motivation Higher absenteeism Higher financial costs because of changes in equipment or job environment Lower job satisfaction Lower motivation