1. Managing Work Flows and Conducting Job Analysis

2. In This Section…
Describe organization structures
Factors influencing worker motivation
Conducting a job analysis, preparing job descriptions and specifications
Applying flexible work design
HRIS policies and procedures

3. Work: Organizational Perspective
Organizational Structure: refers to the formal or informal relationship between people in an organization.
Work Flow: the way work is organized to meet the organization’s production or service goals

4. Work: Organizational Perspective (Cont.)
Business Strategy
Determines
Organization Structure
Business strategy = Establishing Long Term Goals based on:
Analysis of environmental opportunities and threat
Conducting a realistic appraisal of how the business can deploy its assets to compete most effectively – this includes its human assets

5. Work: Organizational Perspective (Cont.)
Example:
A Defender Strategy (stable market, established product)
Extensive division of labor
Hierarchies of jobs assigned to functional units
Centralized management – chain of command

6. Work: Organizational Perspective (Cont.)
Example:
A Prospector Strategy (uncertain environ., new products)
Decentralized
Workers can make decisions

7. Work: Organizational Perspective (Cont.)
Bureaucratic
consist of hierarchies with many levels of management and are driven by a top-down, or command and control approach in which managers provide considerable direction and have considerable control over others.
Flat
have only a few levels of managers and emphasize a decentralized approach to management which encourages high employee involvement in business decisions.
Boundaryless
enable organizations to form relationships (joint ventures, intellectual property, marketing distribution channels, or financial resources) with customers, suppliers, and/or competitors.

8. Work: Organizational Perspective (Cont.)
Bureaucratic Organizations are based on:
Top-down approach w/many levels of management – command and control
Hierarchical career paths within one function
Functional division of labor
Work specialization
Employees working independently
Defender Business Strategy

9. Work: Organizational Perspective (Cont.)
A Bureaucratic Organization:

10. Work: Organizational Perspective (Cont.)
A Bureaucratic Organization:

11. Work: Organizational Perspective (Cont.)
Flat Organizations are based on:
Rapid respond to customers' needs or changes in the business environment
Useful for organizations that are implementing a total quality management (TQM) strategy
Strong emphasis on teams
Broadly defined jobs – cross functional
Fewer levels of management
General job descriptions

12. Work: Organizational Perspective (Cont.)
A Flat Organization:

13. Work: Organizational Perspective (Cont.)
Boundaryless Organizations:
Collaborate with customers or suppliers to provide better quality products or services
Enter foreign markets that have entry barriers to foreign competitors
Need to manage the risk of developing an expensive new technology.

14. Work: Organizational Perspective (Cont.)
Boundaryless organizations share many of the characteristics of flat organizations, with a strong emphasis on teams

15. Work: Organizational Perspective (Cont.)
Work Flow Analysis:
Examines how work creates or adds value to the ongoing processes in a business
Looks at how work moves from the customer (the demand source) through the organization to the point at which the work leaves the organization as a product or service for the customer (to meet the demand)
Often reveals that some steps or jobs can be combined, simplified, or even eliminated
In other cases, it results in the reorganization of work so that teams rather than individual workers are the source of value creation

16. Work: Organizational Perspective (Cont.)
Work Flow Analysis Example

17. Work: Organizational Perspective (Cont.)
Business Process Reengineering (BPR):
Focus is not just on eliminating layers of management, but rather a fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in costs, quality, service, and speed.

18. Work: The Group Perspective
Competitive Position: Cost,
In any organization TEAMS are important
TEAMS = small number of people with complimentary skills who work toward common goals for which they hold themselves mutually accountable

19. Work: The Group Perspective (Cont)
Competitive Position: Cost,
Self-Managed Teams: responsible for producing an entire product, a component, or an ongoing service - often, these teams are trained in technical, administrative, and interpersonal skills. Members are cross-trained on the different tasks assigned to the team.
Problem-Solving Teams: do not affect an organization's structure because they exist for only a limited period. They are often used when organizations decide to pursue a TQM effort by making improvements in the quality of a product or service.

20. Work: The Group Perspective (Cont)
Competitive Position: Cost,
Special-Purpose Teams: consist of members who span functional or organizational boundaries and whose purpose is to examine complex issues such as introducing new technology, improving the quality of work process, or encouraging cooperation between labor and management in a unionized setting.
Virtual Teams: uses interactive computer technologies such as the internet to work together despite being separated by physical distance. Virtual teams allow organizations to position individuals who might not be otherwise available to teams.

21. Work: The Individual Perspective
Motivation = that which energizes, directs and sustains human behavior, do best job possible, behavior directed to a goal

22. Work: The Individual Perspective (Cont.)
Hertzberg’s Two-Factor Theory: factors that are satisfying and dissatisfying (motivators & maintenance)
Motivators
The work
Achievement
Recognition
Responsibility
Opportunities for advancement
Maintenance (Hygiene)
Company policies
Working Condition
Job security
Salary
Employee benefits
Relationships

23. Work: The Individual Perspective (Cont.)
Hertzberg’s Two-Factor Theory: implications for Job Design:
Jobs designed to provide as many motivators as possible
Making external changes in hygiene factors not likely to sustain improvement in motivation over the long run

24. Work: The Individual Perspective (Cont.)
More Motivation Theories:
Work Adjustment Theory: which says that motivation and job satisfaction depend on the fit between the employee's abilities or needs and the job and organizational characteristics
Goal-Setting Theory: suggests that employees' goals explain motivation and performance , goals that are clear and challenging result in higher levels of motivation

25. Work: The Individual Perspective (Cont.)
More Motivation Theories:
Job Characteristics Theory: employees will be more motivated to work and more satisfied with their jobs to the extent that jobs contain certain core characteristics – determined by an individual’s need for growth

26. Work: The Individual Perspective (Cont.)

27. Designing Jobs & Conducting Job Analysis
Job Design = the process of organizing work into tasks required to perform a specific job
All theories of employee motivation suggest that jobs can be designed to increase motivation and performance.
Three important influences on job design:
work flow analysis
the strategy of the business
the organizational structure that best fits that strategy

28. Designing Jobs & Conducting Job Analysis
Job Design Approaches:
Work Simplification
Simple, repetitive task that maximize efficiency
Assigns most of the thinking to managers & supervisors
Can lead to high degrees of specialization that is not value added and can not readily adapt to a changing environment
Job Enlargement & Job Rotation
Can reduce fatigue and boredom
Expands job duties
Limited in that it focuses on only one aspect of job motivation
Job Enrichment
More opportunities for job autonomy and feedback
Limited by technology and employee capabilities
Team-Based Job Design
Focused on team rather than individual
Cross training used w/Flat & Boundaryless organizational structures

29. Designing Jobs & Conducting Job Analysis
Work Flow Analysis
Jobs Designed
Define & Communicate Job Expectations
Job Analysis = systematic data gathering and information organization with respect to a job. It identifies the tasks, duties and responsibilities of a particular job.

30. Designing Jobs & Conducting Job Analysis
Job Analysis usually performed by HR or the job incumbent
Methods of Gathering Job Information
Interviews
Observation
Diaries
Questionnaires

31. Designing Jobs & Conducting Job Analysis
Uses of Job Analysis:
Comply with Government regulations
Recruitment
Selection
Performance Appraisal
Compensation
Training and Development

32. Designing Jobs & Conducting Job Analysis
Job Analysis Techniques
Task Inventory Analysis:
Task analysis is conducted to identify the details of specified tasks, including the required knowledge, skills, abilities, (KSA) and personal characteristics required for successful task performance.
Three Steps = Interview Survey Generation of task
by KSA matrix
Two major benefits: Systematic & tailor-made

33. Job Descriptions
A job description is a portrait of a job. It may be specific (a detailed summary) or general (associated with work flow strategies that emphasize innovation, flexibility, and loose work planning). Regardless, it is a written document that identifies, defines, and describes a job in terms of its duties, responsibilities, working conditions, and specifications.

34. Job Descriptions (Cont.)
Job descriptions have four key elements:
Identification Information
Job Summary
Job Duties and Responsibilities
Job Specifications and Minimum Qualifications

35. The Flexible Workforce
Core Workers: those having full-time jobs with an employer
Contingent Workers: those having a tentative relationship with an employer – include:
Temporary Employees
Part-Time Employees
Outsourcing/Subcontracting
Contract Workers
College Interns

36. The Flexible Workforce
Flexible Work Schedules
Flexible Work Hours
Core time/flextime
Compressed Workweeks
Telecommuting

37. Human Resource Information Systems (HRIS)
Systems used to collect, record, store, analyze, and retrieve data concerning an organization's human resources
HRIS Applications: hardware and software applications that work together to help managers make HR decisions – include:
Employee Information
Applicant Tracking
Hiring Procedures
Goal Setting Systems
Skills Inventory
Payroll
Benefits Administration
Employee Self-Service

38. Human Resource Information Systems (HRIS)
HRIS Security and Privacy:
The HR department must develop policies and guidelines to protect the integrity and security of the HRIS so that private employee information does not fall into the wrong hands.