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Chapter 4

Chapter 4. The Analysis and Design of Work. Introduction. Job Analysis – Job Design. Work Flow Analysis and Organization Structure. Work Flow Design.

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Chapter 4

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  1. Chapter 4 The Analysis and Design of Work

  2. Introduction Job Analysis – Job Design

  3. Work Flow Analysis and Organization Structure Work Flow Design The process of analyzing the task necessary for the production of a product or service, prior to allocating and assigning theses tasks to a particular job category or person Organization Structure The relatively stable and formal network of vertical and horizontal interconnections among jobs that constitute the organization

  4. Work Flow Analysis and Organization Structure Work Flow Analysis Analyzing Work Outputs Analyzing Work Processes Analyzing Work Inputs

  5. Work Flow Analysis and Organization Structure Organization Structure Dimensions of the Structure Structural Configurations Structure and the Nature of Jobs Centralization Functional Structure Decentralization Divisional Structure (Product Structure) Departmentalization Divisional Structure (Geographic Structure) Divisional Structure (Client Structure)

  6. Job Analysis Job Analysis The process of getting detailed information about jobs Job Analysis Outcomes Job Description Job Specification What the job entails What kind of people to hire for the job

  7. Job Analysis The Importance of Job Analysis to HR Managers Work Redesign Human Resource Planning Selection Training Performance Appraisal Career Planning Job Evaluation Etc …

  8. Job Analysis The Importance of Job Analysis to Line Managers Helps in understanding workflow process Helps in understanding work requirement to take different decisions Helps in maintaining level of performance

  9. Job Analysis Job Analysis Information Nature of Information Job Description Job Specification A list of the tasks, duties, and responsibilities that a job entails A list of the knowledge, skills, abilities, and other characteristics that an individual must have to perform the job

  10. Job Analysis Sources of Job Analysis Information The Employee (The Incumbent) The Supervisor Customers External Job Analysts

  11. Job Analysis Job Analysis Methods Position Analysis Questionnaire (PAQ) Fleishman Job Analysis System The Occupational Information Network (O*NET) Dynamic Elements of Job Analysis

  12. Job Design Job Design The process of defining the work will be performed and the tasks that will be required in a given job Job Redesign The process of changing the tasks or the way work is performed in an existing job

  13. Job Design Job Design Approaches Approaches Major Elements The Mechanistic Approach Specialization – Skill Variety – Work Methods Autonomy The Motivational Approach Decision Making Autonomy – Task Significance - Interdependence The Biological Approach Physical demand – Ergonomics – Work Conditions The Perceptual Motor Approach Job complexity – Information Processing – Equipment Use

  14. Job Design Trade Offs Among Different Approaches to Job Design Approaches Positive Outcomes Negative Outcomes The Mechanistic Approach Decreased training time – Higher utilization levels – Lower likelihood of error- Less chance of mental overload and stress Lower job satisfaction – Lower motivation – Higher absenteeism The Motivational Approach Higher job satisfaction – Higher motivation - Greater job involvement – Higher job performance – Lower absenteeism Increased training time – Lower utilization levels – Greater likelihood of error- Greater chance of mental overload and stress

  15. Job Design Trade Offs Among Different Approaches to Job Design Approaches Positive Outcomes Negative Outcomes The Biological Approach Less physical effort – Less physical fatigue – Fewer health complaints – Fewer medical incidents – Lower absenteeism – High job satisfaction Higher financial costs because of changes in equipment or job environment The Perceptual Motor Approach Lower likelihood of error- Lower likelihood of accidents – Less chance of mental overload and stress – Lower training time – Higher utilization levels Lower job satisfaction – Lower motivation

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