2 / HR

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2 / HR

• Managing Work Flows and Conducting Job Analysis

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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.

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Organizational Structures
United States Army
General
Colonels
Majors
Captains and Lieutenants
Warrant Officers
Sergeants
Corporals
Privates
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Organizational Structures (cont.)
A Typical Law Firm
Chief Partner
Partners
Associates
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Organizational Structures (cont.)
Alliance of three companies that pool their
resources to produce a new product, such as a
computer chip.
Company A
Company B
Company C
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Work Flow Analysis
The process of examining how work creates or adds
value to the ongoing processes in a business.
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Business Process Reengineering (BPR)
A fundamental rethinking and radical redesign of
business processes to achieve dramatic
improvements in cost, quality, service, and speed.
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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
Work Flow After Business Process Reengineering
Deal Structurer
To Customer
Use sophisticated computer program to process
entire loan application
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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.

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Motivation
That which energizes, directs, and sustains human
behavior. In HRM, a persons desire to do the
best possible job or to exert the maximum effort
to perform assigned tasks.
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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
Knowledge of Results from Work Activities
Feedback
Low Turnover and Absenteeism
Strength of Relationships is Determined by
Intensity of Employee Growth Need
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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.
The term job incumbent refers to the person
currently filling a particular job.
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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.
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The Techniques of Job Analysis (cont.)
Employee Group Focused On
Data- Collection Method
Analysis Results
Description
Technique
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.
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The Techniques of Job Analysis (cont.)
Data- Collection Method
Employee Group Focused On
Analysis Results
Description
Technique
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.
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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

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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

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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.

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