1. 2-1 Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall Managing Work Flow and Conducting Job Analysis Chapter 2

2. 2-2 Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall Chapter 2 Overview  Work: Organizational perspective  Work: Group perspectives  Work: Individual perspectives  Designing jobs  Conducting job analyses  Flexible work designs  HR information systems

3. 2-3 Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall Work: The Organizational Perspective  Work Flow―the way work is organized  To meet production and service goals  Organizational Structure ― relationships in organization  Both formal and informal  Should be related to organization’s strategy  HR strategies should support both  Organizational strategy and structure

4. 2-4 Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall Work: The Organizational Perspective Designing the Organization: Bureaucratic Organization Flat Organization Boundaryless Organization

5. 2-5 Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall Bureaucratic Organization

6. 2-6 Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall Flat Organization

7. 2-7 Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall Boundaryless Organization

8. 2-8 Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall Work: The Organizational Perspective Work Flow Analysis:  How work creates/adds value to org.  Examine work as moves through production process  Often can combine/eliminate/simplify steps  Business process reengineering (BPR)  Rethink whole process

9. 2-9 Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall Work: The Group Perspective Teams:  Small number of people  With complementary skills  Work together  Vital in flat and boundaryless orgs.

10. 2-10 Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall Work: The Group Perspective Types of Teams:  Self-Managed Team  Members usually cross-trained  Problem-Solving Teams  Temporary teams comprised of volunteers  Special-Purpose Teams (task force)  Examine complex issues  Virtual Teams

11. 2-11 Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall Work: The Individual Perspective Motivation  That which energizes, sustains and directs human behavior  Mangers need to understand what motivates employees

12. 2-12 Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall Motivation  Two-Factor Theory  Motivators―responsibility, achievement...  Hygiene factors―working conditions, pay...  Work Adjustment Theory  Fit between employee needs and abilities and the job  Goal-Setting Theory  Clear, challenging, attainable  Feedback very important

13. 2-13 Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall Job Characteristics Theory

14. 2-14 Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall Job Design  Organize work into tasks  Should be based on:  Work-flow analysis  Business strategy  Organizational structure  Work Simplification  Job Enlargement (horizontal loading)  Job Rotation  Job Enrichment (vertical loading)  Team-Based Job Design

15. 2-15 Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall Job Analysis  Collect information about a job  Identifies tasks, duties, and responsibilities  Performed by either HR or job incumbent  Use observation, diaries, interviews or surveys  For HR activities and to comply with government regulations  In dynamic environments, better to focus on worker rather than on job characteristics

16. 2-16 Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall Job Description  Summary of job analysis  Elements of a job description  Identification Information  Job Summary  Job Duties and Responsibilities  Job Specifications (KSAs)  Minimum Qualifications  Specific vs. General job description

17. 2-17 Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall The Flexible Workforce  Core Workers  Contingent Workers  Temporary Employees  Part-Time Employees  Outsourcing/Subcontracting  Contract Workers  College Interns

18. 2-18 Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall Emerging Trends: Outsourcing Advantages 1. Provide better- quality people with most current skills 2. Cost savings with economies of scale 3. Preserve company culture Disadvantages 1. Could lose control of important activities 2. May lose an opportunity to gain knowledge and information helpful to company processes

19. 2-19 Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall Flexible Work Schedules  Flexible Work Hours  Core time  Flex time  Compressed Workweeks  Four 10-hr days or four 12- hr days  Telecommuting  Mobile workplace

20. 2-20 Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall HR Information Systems (HRIS)  HRIS Applications  HRIS Security and Privacy

21. 2-21 Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall HRIS Applications

22. 2-22 Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall Summary and Conclusions  Strategy should determine structure  Bureaucratic structure: best in stable environments  Flat and Boundaryless Structures:  Better in dynamic environment  More likely to use self-managed teams  Job design can effect motivation

23. 2-23 Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall Summary and Conclusions  Job Analysis  No single best technique  Should be guided by purpose of analysis  The Flexible Workforce  Help managers cope with dynamicism in markets  Human Resource Information Systems  Must protect data and privacy of employees