2 / HR

1. 2 / HR Managing Work Flows and Conducting Job Analysis

2. Challenges • Describe bureaucratic, flat, and boundaryless organizational structures and the business environments in which each is most appropriate. • List the factors influencing worker motivation that are under managers’ control. • Conduct job analysis and prepare job descriptions and specifications. • Apply flexible work designs to situations in which employees have conflicts between work and family, or employers face fluctuating demand for their products. • Develop policies and procedures to protect human resource information system data so that employees’ privacy rights are maintained.

3. Organizational Structures United States Army General Colonels Majors Captains and Lieutenants Warrant Officers Sergeants Corporals Privates

4. Organizational Structures (cont.) A Typical Law Firm Chief Partner Partners Associates

5. Organizational Structures (cont.) Alliance of three companies that pool their resources to produce a new product, such as a computer chip. Company A Company B Company C

6. Work Flow Analysis The process of examining how work creates or adds value to the ongoing processes in a business.

7. Business Process Reengineering (BPR) A fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed.

8. Processing a Loan Application at IBM Credit Corporation Before and After Business Process Engineering Work Flow Using Specialists Customer Service Receptionist Credit Checker Business Practices Specialist Admini- strator To Cus- tomer Pricer Log in call from sales rep Do credit check on customer Modify std. loan covenant based on cust. req. Compute interest rate on loan Convert information into a quote letter Work Flow After Business Process Reengineering Deal Structurer To Customer Use sophisticated computer program to process entire loan application

9. Tips on Managing Problem-Solving Teams • If the team is expected to implement new ideas, include members from different levels of the organization. • Monitor the team to ensure that the free exchange of ideas and creativity is not stifled if managers and employees are on the same team. • Select members for their expertise and diverse perspectives but also for their ability to compromise and solve problems collaboratively. • Allow the team enough time to complete its task. • Coordinate with other managers to free up time for the members.

10. Motivation That which energizes, directs, and sustains human behavior. In HRM, a person’s desire to do the best possible job or to exert the maximum effort to perform assigned tasks.

11. The Job Characteristics Theory of Work Motivation Core Job Characteristics Critical Psychological States Personal and Work Outcomes Skill Varieties Task Identity Task Significance Experienced Meaning- fullness of the Work High Internal Work Motivation High-Quality Work Performance Autonomy Experienced Respon- sibility for Work Outcomes High Satisfaction With the Work Knowledge of Results from Work Activities Feedback Low Turnover and Absenteeism Strength of Relationships is Determined by Intensity of Employee Growth Need

12. The Techniques of Job Analysis Employee Group Focused On Data- Collection Method Analysis Results Technique Description 1. Task Inventory Analysis Any —large number of workers needed Question- naire Rating of tasks Tasks are rated by job incumbent,* supervisor, or job analyst. Ratings may be characteristics such as importance of task and time spent doing it. 2. Critical Incident Technique Any Interview Behavioral descrip- tion Behavioral incidents representing poor through excellent performance are generated for each dimension of the job. * The term job incumbent refers to the person currently filling a particular job.

13. The Techniques of Job Analysis (cont.) Data- Collection Method Employee Group Focused On Analysis Results Technique Description 3. Position Analysis Question- naire (PAQ) Any Question- naire Rating of 194 job elements Elements are rated on six scales (for example, extent of use, importance to job). Ratings are analyzed by computer. 4. Functional Job Analysis (FAQ) Any Group interview/ Question- naire Rating of how job incumbent relates to people, data, and things Originally designed to improve counseling and placement of people registered at local state employment offices. Task statements are generated and then presented to job incumbents to rate on such dimensions as frequency and importance.

14. The Techniques of Job Analysis (cont.) Data- Collection Method Employee Group Focused On Analysis Results Description Technique 5. Methods Analysis (Motion Study) Any Question- naire Rating of 194 job elements Elements are rated on six scales (for example, extent of use, importance to job). Ratings are analyzed by computer. 6. Guide- lines Oriented Job Analysis Any Interview Skills and knowledge required Job incumbents identify duties as well as know- ledge, skills, physical abilities, and other characteristics needed to perform the job.

15. The Techniques of Job Analysis (cont.) Data- Collection Method Employee Group Focused On Analysis Results Description Technique 7. Manage- ment Position Description Question- naire (MPDQ) Managerial Question- naire Checklist of 197 items Managers check items descriptive of their responsibilities. 8. Hay Plan Managerial organization Interview Impact of job on organiza- tion Managers are interviewed regarding such issues as their responsibilities and accountabilities. Responses are analyzed according to four dimensions: objectives, dimensions, nature and scope, accountability.

16. Task Inventory Analysis • This technique is used to determine the knowledge, skills, and abilities (KSAs) needed to perform a job successfully. • The analysis involves three steps: • Interview • Survey • Generation of a task by KSA matrix

17. Critical Incident Technique • The critical incident technique (CIT) is used to develop behavioral descriptions of a job. In CIT, supervisors and workers generate behavioral incidents of job performance. • The technique involves the following four steps: • Generate dimensions • Generate incidents • Retranslate • Assign effectiveness values

18. Guidelines for Conducting a Job Analysis • Determine the desired applications of the job analysis. • Select the jobs to be analyzed. • Gather the job information. • Verify the accuracy of the job information. • Document the job analysis by writing a job description.

19. Job Description A written document that identifies, describes, and defines a job in terms of its duties, responsibilities, working conditions, and specifications.

20. Applicant tracking Basic employee information Benefits administration Bonus and incentive management Career development/ planning Compensation budgeting EEO/AA compliance Employment history Health and safety Health insurance utilization HR planning and forecasting Job descriptions/analysis Selected Human Resource Information Systems Applications • Job evaluation • Job posting • Labor relations planning • Payroll • Pension and retirement • Performance management • Short- and long-term disabilities • Skills inventory • Succession planning • Time and attendance • Turnover analysis