1. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 1 Analysis and design of work Chapter 4

2. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 4-2 Analysis and design of work  Objectives ÙAnalyse a work-flow process, identifying the output, activities and inputs in the production of a product or service. ÙUnderstand the importance of job analysis in strategic and human resource management. ÙChoose the right job analysis technique for a variety of human resource activities. ÙIdentify the tasks performed and the skills required in a given job. ÙUnderstand the different approaches to job design. ÙComprehend the trade-offs among the various approaches to designing jobs.

3. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 4-3 Job analysis and job design  Job analysis ÙThe process of getting detailed information about jobs.  Job design ÙThe process of defining the way work will be performed and the tasks that will be required in a given job.

4. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 4-4 Work-flow analysis  The process of analysing the tasks necessary for the production of a product or service, prior to allocating and assigning these tasks to a particular job category or person.

5. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 4-5 Figure 4.1 Developing a work-unit activity analysis

6. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 4-6 Organisational structure  The relatively stable and formal network of vertical and horizontal interconnections among jobs that constitute the organisation.  Centralisation ÙThe degree to which decision-making authority resides at the top of the organisational chart.  Departmentation ÙThe degree to which work units are grouped according to functional similarity or similarity of work flow.

7. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 4-7 Figure 4.2 The functional structure Source: Adapted from J.A. Wagner & J.R. Hollenbeck, Organizational Behavior: Securing Competitive Advantage, 3rd edn, Prentice-Hall, Englewood Cliffs, NJ, 1992. Reprinted with permission.

8. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 4-8 Figure 4.3 The divisional structure: product structure Source: Adapted from J.A. Wagner & J. R. Hollenbeck, Organizational Behavior: Securing Competitive Advantage, 3rd edn, Prentice-Hall, Englewood Cliffs, NJ, 1992. Reprinted with permission.

9. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 4-9 Source: Adapted from J.A. Wagner & R. Hollenbeck, Organizational Behavior: Securing Competitive Advantage, 3rd edn, Prentice-Hall, Englewood Cliffs, NJ, 1992. Reprinted with permission. Figure 4.4 The divisional structure: geographic structure

10. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 4-10 Source: Adapted from J.A. Wagner & J.R. Hollenbeck, Organizational Behavior: Securing Competitive Advantage, 3rd edn, Prentice-Hal. Reprinted with permission. Figure 4.5 The divisional structure: client structure

11. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 4-11 Job analysis and other HRM activities  Work redesign  HR planning  Selection  Employee learning and development  Performance management  Career planning  Job evaluation

12. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 4-12 Job analysis information  Job description ÙTasks, duties and responsibilities (TDRs)  Job specification ÙKnowledge, skills and abilities (KSAOs)

13. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 4-13 Job analysis methods  Position Analysis Questionnaire (PAQ)  Task Analysis Inventory  Fleishman Job Analysis System (FJAS)

14. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 4-14 Job design approaches  Motivational  Mechanistic  Biological  Perceptual-motor

15. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 4-15 Job design approachPositive outcomesNegative outcomes Motivational Mechanistic Biological Perceptual-motor Higher job satisfaction Higher motivation Greater job involvement Higher job performance Lower absenteeism Decreased training time Higher utilisation levels Lower likelihood of error Less chance of mental overload and stress Less physical effort Less physical fatigue Fewer health complaints Fewer medical incidents Lower absenteeism Higher job satisfaction Lower likelihood of error Lower likelihood of accidents Less chance of mental overload and stress Decreased training time Higher utilisation levels Increased training time Lower utilisation 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 to equipment or job environment Lower job satisfaction Lower motivation Table 4.5 Summary of outcomes from the job design approaches

16. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 4-16 Summary  Effective implementation of organisational strategy relies on attention to work-flow analysis, job analysis and job design.  Managers need to understand the entire work-flow process in their work unit.  Managers need clear, detailed information about jobs, obtained via job analysis.  Desirable work outcomes for employees include motivation, satisfaction, safety, health and achievement.