Chapter 2

Managing Work Flow and Conducting Job Analysis

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Chapter Two Overview

Describe bureaucratic, flat and boundary-less organizational structures and the business environments in which they are most appropriate

List the factors influencing workers motivation that are under managers control
Conduct a job analysis and prepare job descriptions and specifications

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Chapter Two Overview

Apply flexible work designs to situations in which employees have conflicts between work and family, or for employers facing fluctuating demand for their products

Develop policies and procedures to protect HR information system data so the employees privacy rights are maintained.

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Work: The Organizational Perspective

Work Flow the way work is organized
Goal is to meet production and service outcomes

Organizational Structurerelationships in organization Both formal and informal Should be related to organizations strategy HR strategies should support both Organizational strategy and structure
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Work: The Organizational Perspective

Designing the Organization:

Bureaucratic Organization Flat Organization Boundaryless Organization

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Bureaucratic Organizations

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Flat Organizations

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Boundryless Organizations

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Work: The Organizational Perspective

Work Flow Analysis: How work creates/adds value to org.

Examine work as moves through production process Often can combine/eliminate/simplify steps Business process reengineering (BPR)

Rethink whole process

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Work: The Group Perspective

Teams: Small number of people who work together with complementary skill sets

Vital in flat and Boundary-less organizations.

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Work: The Group Perspective

Types of Teams:

Self-Managed Team
Members usually cross-trained

Problem-Solving Teams
Temporary teams comprised of volunteers

Special-Purpose Teams (task force)

Examine complex issues

Virtual Teams

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Work: The Individual Perspective

Motivation

That which energizes, sustains and directs human behavior Mangers need to understand what motivates employees

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Motivation
Two-Factor Theory Motivatorsresponsibility, achievement

Hygiene factorsworking conditions, pay .

Work Adjustment Theory

Fit between employee needs and abilities and the job

Goal-Setting Theory
Clear, challenging, attainable Feedback very important
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Job Characteristics Theory

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Job Design
Organize work into tasks Should be based on: Work-flow analysis Business strategy Organizational structure Work Simplification Job Enlargement (horizontal loading) Job Rotation Job Enrichment (vertical loading) Team-Based Job Design
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Job Analysis
Collect information about a job
Identifies tasks, duties, and responsibilities Performed by either HR or job incumbent Use observation, diaries, interviews or surveys For HR activities and to comply with government regulations In dynamic environments, better to focus on worker rather than on job characteristics

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Job Description

Summary of job analysis Elements of a job description

Identification Information Job Summary Job Duties and Responsibilities Job Specifications (KSAs) Minimum Qualifications

Specific vs. General job description

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The Flexible Workforce

Core Workers Contingent Workers

Temporary Employees Part-Time Employees Outsourcing/Subcontracting Contract Workers College Interns

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Emerging Trends: Outsourcing

Advantages
1.

Disadvantages
1. 2.

2.
3.

Provide betterquality people with most current skills Cost savings with economies of scale Preserve company culture

Could lose control of important activities May lose an opportunity to gain knowledge and information helpful to company processes

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Emerging Trends: Flexible Schedules

Flexible Work Hours
Core time

Compressed Workweeks Telecommuting Mobile workplace

Four 10-hr days or four 12-hr days

Flex time

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Emerging Trends: HR Info Systems

HRIS Applications HRIS Security and Privacy

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HRIS Applications

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Summary and Conclusions

Strategy should determine structure Bureaucratic structure: best in stable environments Flat and Boundary-less Structures:
Better in dynamic environment More likely to use self-managed teams

Job design can effect motivation

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Summary and Conclusions

Job Analysis

No single best technique Should be guided by purpose of analysis

The Flexible Workforce

Help managers cope with dynamic markets

Human Resource Information Systems

Must protect data and privacy of employees

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All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.

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