1. 1-1 McGraw-Hill/Irwin ©2008 The McGraw-Hill Companies, All Rights Reserved Human Resource Management Gaining a Competitive Advantage Chapter 4 The Analysis and Design of Work

2. 4-2 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

3. 4-3 Structural Configuration Functional functional departmentalization high level of centralization high efficiency inflexible insensitive to subtle differences across products, regions, and clients Divisional workflow departmentalization low level of centralization semi-autonomous flexible and innovative sensitive to subtle differences across products, regions, and clients low efficiency

4. 4-4 The Importance of Job Analysis to HR Managers Job Analysis Work Redesign HR Planning Selection Performance Appraisal Job Evaluation Career Planning Training and Development

5. 4-5 Job Analysis Information Job Description is a list of tasks, duties, and responsibilities (TDRs) Job Specification is a list of knowledge, skills, abilities, and other characteristics (KSAs) –Requirements for effective performance

6. 4-6 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

7. 4-7 Mechanistic Approach Has its roots in classical industrial engineering. Focuses on designing jobs around the concepts of: – task specialization –skill simplification –repetition Scientific 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

8. 4-8 Motivational Approach The 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: –job enlargement –job enrichment –the construction of jobs around sociotechnical systems.

9. 4-9 Job Characteristics Model Core Job Dimensions Skill Variety Task Identity Task Significance Autonomy Feedback Psychological States Meaningful Work Responsibility for Outcome Knowledge of Results Work Outcomes High Motivation High Quality of Work High Satisfaction Low Absenteeism and Turnover A model of how job design affects employee reaction is the “Job Characteristics Model”.

10. 4-10 Biological Approach Comes primarily from the sciences of biomechanics, or the study of body movements Ergonomics The goal of this approach is to minimize the physical strain on the worker. Focuses on outcomes such as: – physical fatigue –aches and pains –health complaints

11. 4-11 Perceptual-Motor Approach Has its roots in the human-factors literature. Focuses on human mental capabilities and limitations. 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.

12. 4-12 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