1. Managing Work Flows and Conducting Job Analysis2
Managing Work Flows and Conducting Job Analysis

2. 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.

3. 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

4. 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

5. 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

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

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

8. 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

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

10. 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.

11. 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

12. 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.

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

14. 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

15. Job Design Work simplification Job enlargement and Rotation
Job enrichment

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

17. 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.

18. 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.

19. 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.

20. 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.

21. 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.

22. 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.

23. 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.

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

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

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

27. 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.