Human Resource Management: Chapter 4 PDF

Because learning changes everything. ® Chapter 4 The Analysis and Design of Work Human Resource Management Gaining A Competitive Advantage THIRTEENTH EDITION...

Because learning changes everything. ® Chapter 4 The Analysis and Design of Work Human Resource Management Gaining A Competitive Advantage THIRTEENTH EDITION Raymond Noe, John Hollenbeck, Barry Gerhart, Patrick Wright © 2023 McGraw Hill, LLC. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw Hill, LLC.  Learning Objectives 4-1 Analyze an organization’s structure and work-flow process, identifying the output, activities, and inputs in the production of a product or service. 4-2 Understand the importance of job analysis in strategic human resource management. 4-3 Choose the right job analysis technique for a variety of human resource activities. 4-4 Identify the tasks performed and the skills required in a given job. 4-5 Understand the different approaches to job design. 4-6 Comprehend the trade-offs among the various approaches to designing jobs. © McGraw Hill, LLC 2  Introduction There is no “one best way” to design jobs and structure organizations. Organizations need to create a fit between environment, competitive strategy, and philosophy and its jobs and organizational design. Failing to design effective organizations and jobs has important implications for competitiveness. © McGraw Hill, LLC 3  Work-Flow Analysis and Organization Structure 1 Work-Flow Design: Important in understanding how to bundle tasks into discrete jobs. Organization Structure: Need to understand how jobs at different levels relate. LO 4-1 © McGraw Hill, LLC 4  Work-Flow Analysis and Organization Structure 2 Work-Flow Analysis: A means to understand all tasks required to produce high-quality products, and the skills necessary to perform those tasks. © McGraw Hill, LLC 5  Figure 4.1 Developing a Work–Unit Activity Analysis Access the text alternative for slide images. © McGraw Hill, LLC 6  Work-Flow Analysis and Organization Structure 3 Work-Flow Analysis Analyzing work outputs: Can be a product or service. Must also specify standards for quantity or quality of outputs: Can create challenges for how to efficiently process inputs to generate outputs. Must decided whether to produce whole output or just parts. © McGraw Hill, LLC 7  Work-Flow Analysis and Organization Structure 4 Work-Flow Analysis Analyzing work processes: Determine how output is generated (operating procedures). Team-based job design. Efficiency experts can improve work-flow processes. Lean production. © McGraw Hill, LLC 8  Employee Motivation This job may look tedious or possibly even uninteresting. Considering how to engage employees in seeing the benefits of their work outside of the lab is an important way to motivate them through their day. © McGraw Hill, LLC 9  Work-Flow Analysis and Organization Structure 5 Work-Flow Analysis Analyzing work inputs: Raw materials. Just-in-time inventory. Equipment. Technology improves human operators. Human skills. © McGraw Hill, LLC 10  Work-Flow Analysis and Organization Structure 6 Organization Structure Dimensions of structure: Centralization. Departmentalization. © McGraw Hill, LLC 11  Work-Flow Analysis and Organization Structure 7 Organization Structure Structural configurations: Functional structure. High levels of centralization. Very efficient with little redundancy. Divisional structure. Low levels of centralization. More flexible and innovative. Not efficient. © McGraw Hill, LLC 12  Figure 4.2 The Functional Structure Access the text alternative for slide images. © McGraw Hill, LLC SOURCE: Adapted from J. A. Wagner and J. R. Hollenbeck, Organizational Behavior: Securing Competitive Advantage, 3rd ed. (New York: Prentice Hall, 19 98). 13  Figure 4.3 Divisional Structure: Product Structure Access the text alternative for slide images. © McGraw Hill, LLC SOURCE: Adapted from J. A. Wagner and J. R. Hollenbeck, Organizational Behavior: Securing Competitive Advantage, 3rd ed. (New York: Prentice Hall, 19 98). 14  Figure 4.4 Divisional Structure: Geographic Structure Access the text alternative for slide images. © McGraw Hill, LLC SOURCE: Adapted from J. A. Wagner and J. R. Hollenbeck, Organizational Behavior: Securing Competitive Advantage, 3rd ed. (New York: Prentice Hall, 19 98). 15  Figure 4.5 Divisional Structure: Client Structure Access the text alternative for slide images. © McGraw Hill, LLC SOURCE: Adapted from J. A. Wagner and J. R. Hollenbeck, Organizational Behavior: Securing Competitive Advantage, 3rd ed. (New York: Prentice Hall, 19 98). 16  Work-Flow Analysis and Organization Structure 8 Organization Structure Variations in an organization’s structure: Keep subunits small. Divisional structures more flexible and innovative but not very efficient. May not make decisions in best interests of the company. In functional structures, there can be a disconnect between perceived needs of front-line workers and management. Little opportunity for self-cannibalization or rogue units. Most appropriate in stable, predictable environments. “Middle-of-the-road” approach. © McGraw Hill, LLC 17  Work-Flow Analysis and Organization Structure 9 Organization Structure Structure and the nature of jobs: Jobs in functional structures need to be narrow and highly specialized. Managers of divisional structures often need to be more experienced or high in cognitive ability relative to managers of functional structures. © McGraw Hill, LLC 18  Job Analysis 1 The Importance of Job Analysis: Work redesign. Human resource planning. Selection. Training and development. Performance appraisal. Career planning. Job evaluation. LO 4-2 © McGraw Hill, LLC 19  Job Analysis 2 The Importance of Job Analysis to Line Managers: Must have detailed information about all jobs in work group to understand work-flow process. Need to understand the job requirements to make intelligent hiring decisions. Are responsible for ensuring each individual is performing satisfactorily. Must ensure work is being done safely. © McGraw Hill, LLC 20  Job Analysis 3 Job Analysis Information: Nature of information. Job descriptions. Tasks, duties, and responsibilities (TDRs). Need effective balance between breadth and specificity. Job specifications. Knowledge, skills, abilities, and other characteristics (K SAOs). Not directly observable. © McGraw Hill, LLC 21  Job Analysis 4 Job Analysis Information: Sources of job analysis information. Subject-matter experts. Job incumbent. Supervisors. Social networks. Other sources may be customers, external job analysts. © McGraw Hill, LLC 22  Figure 4.6 Social Network within an Organization Access the text alternative for slide images. © McGraw Hill, LLC 23  Job Analysis 5 Job Analysis Methods: Position Analysis Questionnaire (PAQ). Information input. Mental processes. Work output. Relationships with other persons. Job context. Other characteristics. LO 4-3 © McGraw Hill, LLC 24  Table 4.2 Overall Dimensions of the Position Analysis Questionnaire Dimensions of Position Analysis Questionnaire: Decision/communication/general responsibilities. Clerical/related activities. Technical/related activities. Service/related activities. Regular day schedule versus other work schedules. Routine/repetitive work activities. Environmental awareness. General physical activities. Supervising/coordinating other personnel. Public/customer/related contact activities. Unpleasant/hazardous/demanding environment. Nontypical work schedules. © McGraw Hill, LLC 25  Job Analysis 6 Job Analysis Methods The Occupational Information Network (O*NET). Uses a common language that generalizes across jobs to describe abilities, work styles, work activities, and work context required for various occupations. Criticized for being poorly coordinated and redundant and laced with jargon that is difficult for nonspecialists to understand. Accurately describes requirements for jobs. © McGraw Hill, LLC 26  Job Analysis 7 Dynamic Elements of Job Analysis: Jobs change and evolve over time. Job analysis process must also detect changes in nature of jobs. “Jobs” being replaced by “gigs.” Workers act as private contractors. LO 4-4 © McGraw Hill, LLC 27  Job Design 1 It is the process of defining how work will be performed and tasks required in a given job. Job redesign. Changing tasks or way work is performed in existing job. Four basic approaches: 1. Mechanistic. 2. Motivational. 3. Biological. 4. Perceptual-motor. LO 4-5 & LO 4-6 © McGraw Hill, LLC 28  Job Design 2 Mechanistic Approach: Identify simplest way to structure work to maximize efficiency. Scientific management. Workers are trained in the “one best way” to do job, then selected on their ability to do the job. Monetary incentives. Reduces need for high-ability individuals. © McGraw Hill, LLC 29  Job Design 3 Mechanistic Approach: Focuses on psychological and motivational potential of a job. Attitudinal variables are most important. Job Characteristics Model. Skill variety. Task identity. Autonomy. Feedback. Task significance. Job gentrification. © McGraw Hill, LLC 30  Job Design 4 Biological Approach: Goal is to minimize physical strain by structuring the physical work environment around how the body works. Also called ergonomics. Applied to redesigning equipment for jobs that are physically demanding. Sitting or standing for long periods can be damaging. Has positive psychological effects by providing climate that values safety and health. © McGraw Hill, LLC 31  Job Design 5 Perceptual-Motor Approach: Design jobs that don’t exceed people’s mental capabilities and limitations. Information overload can detract from performance. Absence presence results when interacting with multiple media. © McGraw Hill, LLC 32  End of Main Content Because learning changes everything. ® www.mheducation.com © 2023 McGraw Hill, LLC. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw Hill, LLC.