HRM2 Class Contents 24.25 PDF

Part II The contexts of HRM Chapter 2 Managing Workflows and Conducting Job Analysis HUMAN RESOURCE MANAGEMENT Associate Professor Antonio Reyero Rodríguez When you finish studying this chapter, you should be able to… ❑ Explain the importance of wo...

Part II The contexts of HRM Chapter 2 Managing Workflows and Conducting Job Analysis HUMAN RESOURCE MANAGEMENT Associate Professor Antonio Reyero Rodríguez When you finish studying this chapter, you should be able to… ❑ Explain the importance of workflow analysis for managers and HR specialists. ❑ Explain how job design can influence employee motivation. ❑ Learn different job analysis techniques, develop a job description, and define the ideal profile for performing that job. ❑ Learn what competency-based models are. ❑ Explain the difference between job descriptions by tasks and job descriptions by competencies. Academic Year 24.25 Human Resource Management 2 Contents Work-flow Analysis The Organizational Perspective The Group Perspective The Individual Perspective Designing Jobs and Conducting Job Analysis Job Design Job Analysis: The Techniques of Job Analysis Job Descriptions Competency-Based Models Academic Year 24.25 Human Resource Management 3 Contents Work-flow Analysis The Organizational Perspective The Group Perspective The Individual Perspective Designing Jobs and Conducting Job Analysis Job Design Job Analysis: The Techniques of Job Analysis Job Descriptions Competency-Based Trends Academic Year 24.25 Human Resource Management 4 Work Flow analysis Definition Work Flow is the way work is organized to meet the organization’s production or service goals (managing work is a highly dynamic process) ▪ To tighten the alignment between employees’ work and customers’ needs ▪ To help a company make major performance improvements ▪ Jobs can be combined, simplified, or even eliminated Academic Year 24.25 Human Resource Management 5  Organization Jobs / Positions Jobs / Jobs / Positions Positions Work Flows Jobs / Jobs / Jobs / Jobs / Jobs / Jobs / Positions Positions Positions Positions Positions Positions Task #1 Task #2 Task #3 Task #4 … Task #n Group Individual Academic Year 24.25 Human Resource Management 6 Work Flow Analysis Managers conduct workflow analyzes to see how value can be added through work to existing processes. Processes are activities that add value. Academic Year 24.25 Human Resource Management 7 Work Flow Analysis What if a task, or a complete workflow, doesn't add value? Business Process Reengineering: A new and drastic redesign of business processes to achieve significant improvements in cost, quality, service, and speed. Work flow analysis identifies tasks that can be eliminated or combined with others to improve business operations. Academic Year 24.25 Human Resource Management 8 Work Flow analysis Three perspectives ORGANIZATIONAL PERSP. BUSINESS STRATEGY ORG. STRUCTURE Relationship between ▪Defender strategy ▪Bureaucratic strategy and organizational ▪Prospector strategy ▪Flat/Boundaryless structure GROUP PERSPECTIVE WORK IN GROUPS TYPES OF TEAMS Organizational groups and ▪Small number of people Self-managed team interdependency require ▪Complementary skills Problem-solving team collaboration and teamwork ▪Common goals Special-purpose team ▪They hold themselves Virtual team mutually accountable INDIVIDUAL PERSPECTIVE THEORIES OF MOTIVATION JOB DESIGN Relationship between ▪Two-factor theory ▪Work simplification motivating employees and ▪Work adjustment theory ▪Job enlargement designing jobs ▪Goal-setting theory ▪Job rotation ▪Job characteristics theory ▪Job enrichment ▪Team-based job designs Academic Year 24.25 Human Resource Management 9 Work Flow analysis Three perspectives ORGANIZATIONAL PERSP. BUSINESS STRATEGY ORG. STRUCTURE Relationship between ▪Defender strategy ▪Bureaucratic strategy and organizational ▪Prospector strategy ▪Flat/Boundaryless structure GROUP PERSPECTIVE WORK IN GROUPS TYPES OF TEAMS Organizational groups and ▪Small number of people Self-managed team interdependency require ▪Complementary skills Problem-solving team collaboration and teamwork ▪Common goals Special-purpose team ▪They hold themselves Virtual team mutually accountable INDIVIDUAL PERSPECTIVE THEORIES OF MOTIVATION JOB DESIGN Relationship between ▪Two-factor theory ▪Work simplification motivating employees and ▪Work adjustment theory ▪Job enlargement designing jobs ▪Goal-setting theory ▪Job rotation ▪Job characteristics theory ▪Job enrichment ▪Team-based job designs Academic Year 24.25 Human Resource Management 10 Strategic Human Resource Management Remember? 1 STRATEGIC MANAGEMENT 2 3 ORGANIZATIONAL Fit HUMAN RESOURCE DESIGN (three levels) MANAGEMENT Academic Year 24.25 Human Resource Management 11 Strategic Human Resource Management The organizational perspective HR STRATEGY STRUCTURE STRATEGY STRATEGY. An organization develops a business strategy by establishing a set of long-term goals STRUCTURE. Designing an organization requires choosing an organizational structure that will help the company achieve its goals most effectively HR STRATEGY. Management selects HR strategies to fit and support its business strategies and organizational structure Academic Year 24.25 Human Resource Management 12 Work Flow Analysis Organizational perspective DEFENDER STRATEGY BUREAUCRATIC STRUCTURE “Vertical Organizations” PROSPECTOR STRATEGY FLAT STRUCTURE BOUNDARYLESS STRUCTURE “Horizontal Organizations” Academic Year 24.25 Human Resource Management 13 Work Flow Analysis Organizational perspective Group discussion: Identify the differences you may find for employees in vertical vs. horizontal organizations Differences Vertical Organization Horizontal Organization Role Specialized - Clearly defined Broad - Loosely defined Expertise needed Focused on the tasks assigned Broad set of skills - Flexibility Performance Focused on producing results Focused on adding value Key to progress in the Less relevant; it’s not an added Seniority organization value Rewards & recognition Tied to jobs and productivity Tied to skills and contribution Rigid, formal criteria Flexible, based on employee skills Employee career & mobility Vertical progression Horizontal progression Academic Year 24.25 Human Resource Management 14 Work Flow analysis Three perspectives ORGANIZATIONAL PERSP. BUSINESS STRATEGY ORG. STRUCTURE Relationship between ▪Defender strategy ▪Bureaucratic strategy and organizational ▪Prospector strategy ▪Flat/Boundaryless structure GROUP PERSPECTIVE WORK IN GROUPS TYPES OF TEAMS Organizational groups and ▪Small number of people Self-managed team interdependency require ▪Complementary skills Problem-solving team collaboration and teamwork ▪Common goals Special-purpose team ▪They hold themselves Virtual team mutually accountable INDIVIDUAL PERSPECTIVE THEORIES OF MOTIVATION JOB DESIGN Relationship between ▪Two-factor theory ▪Work simplification motivating employees and ▪Work adjustment theory ▪Job enlargement designing jobs ▪Goal-setting theory ▪Job rotation ▪Job characteristics theory ▪Job enrichment ▪Team-based job designs Academic Year 24.25 Human Resource Management 15 Work Flow Analysis Group perspective What’s the difference between collaborating and working as a team? What’s the difference between a work group and a team? Academic Year 24.25 Human Resource Management 16 Work Flow Analysis Group perspective TEAMS. The basic building blocks of flat and boundaryless organizational structures. They depend on their own members to provide leadership and direction. They can be organized as departments. They are part of the organization, especially flat & boundaryless Self-managed team Responsible for the production process of a component, product or service Problem-solving team Other types of teams with a temporary purpose aside from normal Special-purpose business operations team Solving operational problems Delivering upon complex needs Special projects (adopting technology, Virtual-team designing a new product/service, etc.) Academic Year 24.25 Human Resource Management 17 Work Flow Analysis Group perspective Self-managed teams HRM Implications Decisions on Peers new hires Team leaders evaluate Pay practices may include a A shared are likely to individual focused on decisive team amount of step forward leadership employee and identify style performance input from performance themselves team members Technical / Administrative / Interpersonal skills development needs Academic Year 24.25 Human Resource Management 18 Work Flow analysis Three perspectives ORGANIZATIONAL PERSP. BUSINESS STRATEGY ORG. STRUCTURE Relationship between ▪Defender strategy ▪Bureaucratic strategy and organizational ▪Prospector strategy ▪Flat/Boundaryless structure GROUP PERSPECTIVE WORK IN GROUPS TYPES OF TEAMS Organizational groups and ▪Small number of people Self-managed team interdependency require ▪Complementary skills Problem-solving team collaboration and teamwork ▪Common goals Special-purpose team ▪They hold themselves Virtual team mutually accountable INDIVIDUAL PERSPECTIVE THEORIES OF MOTIVATION JOB DESIGN Relationship between ▪Two-factor theory ▪Work simplification motivating employees and ▪Work adjustment theory ▪Job enlargement designing jobs ▪Goal-setting theory ▪Job rotation ▪Job characteristics theory ▪Job enrichment ▪Team-based job designs Academic Year 24.25 Human Resource Management 20 Work Flow Analysis Individual perspective MOTIVATION. In HRM, the term refers to a person’s desire to do the best possible job or to exert the maximum effort to perform assigned tasks. Motivation directs behavior toward reaching a goal. Two-factor theory Work adjustment Impact on theory employee Goal-setting theory performance Job characteristics theory Academic Year 24.25 Human Resource Management 21 Work Flow Analysis Individual perspective TWO-FACTOR THEORY Frederick Herzberg, 1959 Factors that employees find satisfying and dissatisfying about their jobs MOTIVATORS HYGIENE FACTORS Internal factors that lead to job Non-related job factors (external) satisfaction and higher motivation usually part of the work environment Company policies Working conditions Work done Job security Achievement Salary Recognition Employee benefits Responsibility Relationship with supervisors and Opportunities for advancement managers Relationship with coworkers Relationship with subordinates Academic Year 24.25 Human Resource Management 22 Work Flow Analysis Individual perspective WORK ADJUSTMENT THEORY Lloyd H. Lofquist / Rene V. Dawis, 1964 Employees’ motivation levels and job satisfaction depend on the fit between their needs and abilities and the characteristics of the job and the organization. EMPLOYEES’ JOB/ORGANIZATION NEEDS AND CHARACTERISTICS ABILITIES Academic Year 24.25 Human Resource Management 23 Work Flow Analysis Individual perspective GOAL-SETTING THEORY Edwin Locke, 1968 Motivation is goal-directed behavior. Goals that are clear and challenging will result in higher levels of employee motivation than goals that are ambiguous and easy. S Clarity of goals M Challenging goals A Participation as opposed to assignment R Frequent assessment and feedback Academic Year 24.25 T Human Resource Management 24 Work Flow Analysis Individual perspective JOB CHARACTERISTICS THEORY Richard Hackman and Greg Oldham, 1976 Employees will be more motivated to work and more satisfied with their jobs to the extent that jobs contain certain core characteristics. Academic Year 24.25 Human Resource Management 25 Work Flow Analysis Individual perspective Work Two-factor theory adjustment theory Job Goal-setting characteristics theory theory Academic Year 24.25 Human Resource Management 26 Work Flow Analysis Individual perspective MOTIVATION. In HRM, the term refers to a person’s desire to do the best possible job or to exert the maximum effort to perform assigned tasks. Motivation directs behavior toward reaching a goal. Two-factor theory CAN JOBS BE Work adjustment DESIGNED TO theory INCREASE Goal-setting theory MOTIVATION AND Job characteristics theory PERFORMANCE? Academic Year 24.25 Human Resource Management 27 Contents Work-flow Analysis The Organizational Perspective The Group Perspective The Individual Perspective Designing Jobs and Conducting Job Analysis Job Design Job Analysis Techniques Job Descriptions Competency-Based Trends Academic Year 24.25 Human Resource Management 28 Designing jobs and conducting job analysis Job design JOB DESIGN. It is the process of organizing work into the tasks required to perform a specific job. Business Strategy Work simplification Job Organizational Structure enlargement Job rotation Work-Flow analysis Job enrichment Team-based job Job Design designs Academic Year 24.25 Human Resource Management 29 Designing jobs and conducting job analysis Job analysis JOB ANALYSIS. It is the systematic process of collecting information to make decisions about the design of jobs. Tasks Duties Responsibilities (Expense report) (Control of expenses) (Budget Management) Where does the work come from? What machines and equipment are necessary? What Knowledge, Skills and Abilities (KSAs) will the job holder need? How much supervision is necessary? What will be the working conditions/environment? What will be the performance expectations? Who will job holders depend on to do their work? With whom they must interact? Academic Year 24.25 Human Resource Management 30 Designing jobs and conducting job analysis Job analysis JOB ANALYSIS. It is the systematic process of collecting information to make decisions about the design of jobs. WHO PERFORMS JOB By a manager, by a member of the HR department or by the ANALYSIS? job incumbent METHODS OF GATHERING JOB Interviews, observation, diaries, and questionnaires INFORMATION THE USES OF Recruitment, Selection, Performance appraisal, JOB ANALYSIS Compensation, Training and Career Development THE TECHNIQUES OF Task Inventory Analysis, Critical Incident Technique, JOB ANALYSIS Position Analysis Questionnaire, Functional Job Analysis Academic Year 24.25 Human Resource Management 31 Designing jobs and conducting job analysis Job analysis techniques Main Focus Approach Main purpose Task Inventory Development of a list of (1) Interview Job desciptions Analysis tasks to identify main KSAs (2) Survey Performance Appr. (KSAs) for the Job (3) Task by KSA matrix Selection tests Development of behavioral (1) Generate dimensions Performance Appr. Critical Incident descriptions (2) Generate incidents Training Technique Identification of (3) Retranslate Questions for Selection (CIT) performance factors (4) Assign effectiveness values interviews (1) Information input Score Jobs (2) Mental processes Position Analysis Profile Job characteristics (3) Work output Job Description Questionnaire Standard 194-item (4) Relationships with other people Job Evaluation (PAQ) questionnaire (5) Job context (6) Other relevant aspects (1) What job incumbent does Collect information to O*NET (Occupational Functional Job (2) Methods and techniques used document the job Information Network) Analysis (3) Machines, tools and equipment used Interview or questionnaire US Dept of Labor (4) Output: material, Service, or Project Academic Year 24.25 Human Resource Management 32 Designing jobs and conducting job analysis Job analysis techniques: Example KSA Matrix Academic Year 24.25 Human Resource Management 33 Designing jobs and conducting job analysis Job analysis techniques: Need to find the best balance Quality of People Decisions & Legal Basis Associated Costs Flexibility & Innovation in the Organization Academic Year 24.25 Human Resource Management 34 Designing jobs and conducting job analysis Job description JOB DESCRIPTION. It is a summary statement of the information collected in the job-analysis process. ❑ Specific job description (tasks, duties, accountabilities) ❑ General job description (duties and accountabilities) ELEMENTS OF A JOB DESCRIPTION ✓ Identification information ✓ Job summary ✓ Job duties and responsibilities ✓ Job specifications and minimum qualifications Academic Year 24.25 Human Resource Management 35 Designing jobs and conducting job analysis Process to analyze jobs and produce job descriptions (1) Purpose (2) Select Jobs (3) Gather information (4) Verify accuracy (5) Document Job results of job analysis Description Academic Year 24.25 Human Resource Management 36 Contents Work-flow Analysis The Organizational Perspective The Group Perspective The Individual Perspective Designing Jobs and Conducting Job Analysis Job Design Job Analysis: The Techniques of Job Analysis Job Descriptions Competency-Based Trends Academic Year 24.25 Human Resource Management 37 Definition of competencies Focus on tasks Focus on professional competence What is it that best performers do on the job different than average or Job Testing for knowledge standard workers Analysis and ability Poor prediction Human characteristics Misconnection between the individual and the requirements necessary to perform to perform the job well in a job Competencies are identified from those who are excellent performers, that is, those who are the best at their job. Academic Year 24.25 Human Resource Management 38 Competency-based models ❑ In an organizational environment of change and innovation, it is better to focus job analyses on worker characteristics than on job characteristics. ❑ The required tasks in jobs may change, but such employee characteristics as innovativeness, team orientation, interpersonal skills, and communication skills will likely remain critical to organizational success. ❑ These models develop detailed definitions of what is required for exceptional performance in each role or job in terms of required Competencies: a Competency is a mix of Personal Attributes (personality traits, cognitive or manual abilities, motivation, …), Knowledge (technical and/or professional), skills (communication, negotiation, analysis, etc.), and relevant experience (education and work achievement). ❑ The job is described in terms of measurable, observable, behavioral competencies that an employee doing that job must exhibit. Academic Year 24.25 Human Resource Management 39 Competency based models Pros and cons Advantages Disadvantages ❑ It may lead to higher compensation and training ❑ Traditional job analysis is more job-focused (What are costs that not offset by greater productivity or cost the job’s duties) and skill-based analysis is more savings worker-focused (What must employees be competent at to do this multi-skilled job?) ❑ Unless employees can use all the skills they have acquired, they may become “rusty” ❑ The system creates a more flexible workforce that is not straitjacketed by job descriptions specifying work ❑ When employees hit the top of the pay structure, they assignments for a given job title may become frustrated and leave the firm because they have no further opportunity to receive a pay raise ❑ It promotes cross-training, thus preventing absenteeism and turnover from disrupting the work unit’s ❑ Assigning monetary values to skills may become a ability to meet deadlines guessing game unless external comparable pay data is available ❑ It requires fewer supervisors ❑ The system may become part of the problem it is ❑ It increases employees’ control over their intended to solve if an elaborate and time-consuming compensation because they know in advance what it process is required to monitor and certify employee takes to receive a pay raise (learning new skills) skills and competencies Academic Year 24.25 Human Resource Management 40  QUESTIONS TO REFLECT ❑ What would happen if a company decided not to use any job descriptions at all? ❑ A recent trend more and more companies are embracing is to outsource all or most of their human resource management activities. Do you agree or disagree with this trend? ❑ Suggest some ways a manager can make changes in work designs so that employees are able to achieve greater work-life balance Academic Year 24.25 Human Resource Management 41