CHAPTER TW0. Managing Work Flows & Conducting Job Analysis . Review Work from the Following Perspectives: Organizational Group Individual Understand the Significance of Job Analysis in the Workplace Review the Basic Elements of a Job Description
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Managing Work Flows
Conducting Job Analysis
Understand the Significance of Job Analysis in the Workplace
Review the Basic Elements of a Job Description
Examine some of the current elements involved with creating a ‘flexible’ workforce
Review Key Terms
Business Process Reengineering
Human Resource Information Systems
Job Characteristics Theory
Work Adjustment Theory
Work flowChapter Objectives
Organizational structure:refers to the formal or informal relationship between people in an organization.
Work Flow: the way work is organized to meet the organization’s production or service goals
To establish their long term goals companies analyze environmental opportunities and threats and conduct a realistic appraisal of how the business can deploy its assets to compete most effectively – this includes its human assets.
When companies change their business strategies they should also change their HR strategies – Defender vs. Prospector
Bureaucratic Organization:consist of hierarchies with many levels of management and are driven by a top-down, or command and control approach in which managers provide considerable direction and have considerable control over others.
Flat Organization:have only a few levels of managers and emphasize a decentralized approach to management which encourages high employee involvement in business decisions.
Boundaryless Organization:enable organizations to form relationships (joint ventures, intellectual property, marketing distribution channels, or financial resources) with customers, suppliers, and/or competitors.
Bureaucratic Organizations are based on:
Flat Organization are based on:
Companies often use a boundaryless organizational structure to:
Boundaryless organizations share many of the characteristics of flat organizations, with a strong emphasis on teams, which are likely to include employees representing different companies in the joint venture.
Business Process Reengineering (BPR) is different from restructuring in that its focus is not just on eliminating layers of management, but rather a fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in costs, quality, service, and speed.
Opportunities for advancement
RelationshipsWork: The Individual PerspectiveMotivation Theories - Two-Factor Theory
Job Design:the process of organizing work into tasks required to perform a specific job
Job Design Approaches:
A work flow analysis is followed by a job design and the communication of job expectations to job incumbents.
Job Analysis: systematic data gathering and information organization with respect to a job. It identifies the tasks,duties and responsibilities of a particular job.
Job analysis is useful for recruitment, selection, performance appraisal, compensation, training, and career development activities.
Job Analysis –what it is:
Job Analysis –what it is not:
Conducting Job Analysis: the people who participate in job analysis should include, at a minimum, the employee and the employee’s immediate supervisor.
Legislation requiring thorough job analysis includes the following acts:
Functional Job Analysis:
A job description is a portrait of a job. It may be specific (a detailed summary) or general (associated with work flow strategies that emphasize innovation, flexibility, and loose work planning). Regardless, it is a written document that identifies, defines, and describes a job in terms of its duties, responsibilities, working conditions, and specifications.
Job descriptions have four key elements:
Core Workers:those having full-time jobs with an employer
Contingent Workers:those having a tentative relationship with an employer – include: