DESIGN AND REDESIGN OF WORK SYSTEMS

1. DESIGN AND REDESIGN OFWORK SYSTEMS

2. Exhibit 6.1Model for Design of Work Systems

3. Design of Work Systems • Job Specialization • Creates jobs with very narrow task (activity) assignments • Resulted in high efficiency, quickly achieved job competency, low training costs, but created monotonous jobs • Job Enlargement • An increase in task variety to relieve boredom • Job Rotation • Employees moved across different specialized positions • Enlargement & rotation add variety but not necessarily responsibility

4. Design of Work Systems • Job Enrichment • Increasing amount of responsibility for quality & productivity that employees have for their own work • Vertical Loading • Reassignment of job responsibility formerly delegated to supervisor to employee

5. Skill variety Extent to which work allows employee to use variety of skills Task identity Extent to which work allows employee to complete whole or identifiable piece of work Task significance Extent to which employee perceives that work is important & meaningful to those inside or outside organization Autonomy Extent to which employee is able to work & determine work procedure at own discretion Feedback Extent to which work allows employee to gain sense of how well job responsibilities are met Five Core Job Characteristics

6. Pooled interdependence Individual employees work independently of each other in performing tasks but utilize coordination of activities Sequential interdependence Work in process flow is linear, from one individual to another One individual depends on timely completion of quality work from another coworker Reciprocal interdependence Workflow is random Responds to immediate situation Employees have joint & shared responsibilities for work Higher levels of interdependence require higher levels of coordination & attention Types of Task Interdependence

7. Technology Issues and Challenges for HR • Telecommuting • Employee surveillance & monitoring • e-HR • Social Networking

8. Work-flow Analysis • Work-flow analysis are useful in: • providing a means for the managers to understand all the tasks required to produce a high-quality product • providing the skills necessary to perform those tasks • Work flow analysis includes: • analyzing work outputs • analyzing work processes • analyzing work inputs

9. Developing a Workflow Analysis Raw Inputs - material - information Equipment - facilities - systems ACTIVITY what tasks are required? OUTPUT - product/service - how measured? People - knowledge - skills - abilities

10. Organizational Structure • Organization structure provides a cross-sectional overview of the static relationship between individuals and units that create the outputs. • Two important dimensions of structure are: 1. Centralization 2. Departmentalization

11. Functional functional departmentalization high level of centralization high efficiency inflexible insensitive to subtle differences across products, regions, and clients Divisional workflow departmentalization low level of centralization semi-autonomous flexible and innovative sensitive to subtle differences across products, regions, and clients low efficiency Structural Configuration

12. The Importance of Job Analysis to HR Managers Performance Appraisal Work Redesign Job Analysis HR Planning Job Evaluation Career Planning Selection Training and Development

13. The Importance of Job Analysis to Line Managers • Managers must have detailed information about all the jobs in their work group to understand the work-flow process. • Managers need to understand the job requirements to make intelligent hiring decisions. • Managers must clearly understand the tasks required in every job.

14. Job Analysis Information • Job Description is a list of tasks, duties, and responsibilities (TDRs) • Job Specification is a list of knowledge, skills, abilities, and other characteristics (KSAOs)

15. Job Analysis Methods • Position Analysis Questionnaire (PAQ) • Fleishman Job Analysis System (FJAS) • Occupational Information Network (O*NET)

16. Job Dimensions and Job Tasks of a University Professor Teaching prepares and presents lecture material in class Research prepares research reports for publication in journals Service serves on departmental committees as needed Advising gives career counseling advice to students Consulting performs work for external organizations

17. Job Design • Job design • Job redesign • Four approaches used in job design are: • mechanistic approach • motivational approach • biological approach • perceptual-motor approach

18. Mechanistic Approach • Has its roots in classical industrial engineering. • Focuses on designing jobs around the concepts of: • task specialization • skill simplification • repetition • Scientific management • is one of the earliest mechanistic approaches • sought to identify the one best way to perform the job through the use of time-and-motion studies

19. Motivational Approach • The motivational approach to job design focuses on the job characteristics that affects • the psychological meaning • motivational potential of job design. • A focus on increasing job complexity through: • job enlargement • job enrichment • the construction of jobs around sociotechnical systems.

20. Biological Approach • Comes primarily from the sciences of biomechanics, or the study of body movements • Ergonomics • The goal of this approach is to minimize the physical strain on the worker. • Focuses on outcomes such as: • physical fatigue • aches and pains • health complaints

21. Perceptual-Motor Approach • Has its roots in the human-factors literature. • Focuses on human mental capabilities and limitations. • The goal is to design jobs that do not exceed people's mental capabilities. • Tries to improve reliability, safety, and user reactions by designing jobs in a way that reduces the information processing requirements of the job.

22. Trade-Offs among Different Approaches to Job Design Job Design ApproachPositive Outcomes Negative Outcomes Higher job satisfaction Higher motivation Greater job involvement Lower absenteeism Decreased training time Higher utilization levels Lower likelihood of error Less chance of mental overload and stress Less physical effort Less physical fatigue Fewer health complaints Fewer medical incidences Lower absenteeism Higher job satisfaction Lower likelihood of error Lower likelihood of accidents Less chance of mental overload and stress Lower training time Higher utilization levels Increased training time Lower utilization levels Greater likelihood of error Greater chance of mental overload and stress Lower job satisfaction Lower motivation Higher absenteeism Higher financial costs because of changes in equipment or job environment Lower job satisfaction Lower motivation Motivational Mechanistic Biological Perceptual-Motor