人力資源管理版英文版教學(xué)課件第4章

1、Chapter 4The Analysis and Designof Work人力資源管理最新版英文版教學(xué)課件第4章 Learning ObjectivesAnalyze an organizations structure and work flow process, identifying output, activities and inputs in production of a product or service.Understand importance of job analysis in strategic HRM.Choose the right job analysis

2、 technique for a variety of HR activities.Identify tasks performed and skills required in a given job.Understand different approaches to job design.Comprehend trade-offs among various approaches to designing jobs.4-* Learning ObjectivesAnalyzeWork-flow DesignWork-flow design - process of analyzing t

3、asks necessary for production of a product or service, prior to assigning tasks to a particular job category or person.Organization structure - relatively stable and formal network of vertical and horizontal interconnections among jobs that constitute the organization. 4-*Work-flow DesignWork-flow d

4、eWork-flow AnalysisWork-flow analysis is useful in providing a means for managers to understand all tasks required to produce a high-quality product and the skills necessary to perform those tasks.Work-flow analysis includes analyzing:work outputswork processeswork inputs4-*Work-flow AnalysisWork-fl

5、ow an Developing a Work-Unit Activity Analysis 4-* Developing a Work-UnLean Production VS Batch Work MethodsLean Production is processes that emphasize manufacturing goods with minimum amount of time, materials, money and people to leverage technology and flexible, well-trained and skilled personnel

6、 to produce more custom products for less.Batch Work Methods use large groups of low skilled employees to churn out long runs of identical mass products stored in inventories for later sale.Lean Production VS Batch Work Organization Structure Organization structure provides a cross- sectional overvi

7、ew of the static relationship between individuals and units that create outputs.Two dimensions of structure are: 1. Centralization 2. Departmentalization4-* Organization Structure OrgaStructural ConfigurationDivisionalworkflow departmentalizationlow level of centralizationsemi-autonomousflexible and

8、 innovativesensitive to subtle differences across products, regions and clientsFunctionalfunctional departmentalizationhigh level of centralizationhigh efficiencyinflexibleinsensitive to subtle differences across products, regions and clients4-*Structural ConfigurationFunImportance of Job Analysis t

9、o HR ManagersWork RedesignHR PlanningJob AnalysisPerformance AppraisalCareer PlanningSelectionTraining & DevelopmentJob EvaluationJob AnalysisImportance of Job Analysis to Job Analysis InformationJob Specification - list of skills, knowledge, abilities, and other characteristics (KSAOs) knowledge, s

10、kills, abilities and other characteristicsJob Description - list of tasks, duties, and responsibilities (TDRs) tasks, duties and responsibilities4-*Job Analysis InformationJob Sample Job DescriptionJob Title: Maintenance MechanicGeneral Job Description: General maintenance and repair of all equipmen

11、t used in operations of a particular district. Includes servicing company used vehicles, shop equipment and machinery used on job sites.1. Essential duty (40%) Maintenance of Equipment2. Essential duty (40%) Repair of Equipment3. Essential duty (10%) Testing and Approval4. Essential duty (10%) Maint

12、ain StockNonessential functions: Other duties assigned4-* Sample Job DescriptionJob Job Analysis Methods(PAQ)Position Analysis Questionnaire(FJAS)Fleishman Job Analysis System(ONET)Occupational Information NetworkJob Analysis - process of getting detailed information about jobs.4-* Job Analysis Meth

13、ods(PAQ)PAQs 6 SectionsInformation InputRelationshipsMental ProcessesJob ContextWork OutputOther CharacteristicsPAQs 6 SectionsInformation In Position Analysis Questionnaire Dimensions Decision/communication/general responsibilitiesClerical/related activitiesTechnical/related activitiesService/relat

14、ed activitiesRegular day schedule versus other work schedulesRoutine/repetitive work activitiesEnvironmental awarenessGeneral physical activitiesSupervising/coordinating other personnelPublic/customer/related contact activitiesUnpleasant/hazardous/demanding environmentNon-typical work schedules4-* P

15、osition Analysis Question Job Design and Job RedesignJob redesign refers to changing the tasks or the way work is performed in an existing job.Job design is the process of defining how work will be performed and the tasks thatwill be required in a given job.4-* Job Design and Job RFour Approaches Us

16、ed in Job Design MechanisticMotivationalBiologicalPerceptual-motor 4-*Four Approaches Used in Job DMechanistic ApproachSpecializationSkill VarietyWork Methods AutonomyMechanistic ApproachSpecializaMotivational ApproachDecision-making autonomyTask significanceInterdependenceMotivational ApproachDecis

17、ionJob Characteristics ModelA model of how job design affects employee reaction Job CharacteristicsSkill VarietyTask IdentityTask SignificanceAutonomyFeedbackWork OutcomesHigh Quality of WorkHigh SatisfactionLow Turnover and AbsenteeismPsychological StatesExperienced MeaningfulnessResponsibility for

18、 OutcomeKnowledge of Results4-*Job Characteristics ModelA moPhysical demandErgonomicsWork ConditionsBiological ApproachPhysical demandErgonomicsWork Perceptual-Motor ApproachJob complexityInformation processingEquipment usePerceptual-Motor ApproachJob Importance of Job Analysis to Line ManagersManag

19、ers must have detailed information about all the jobs in their work group to understand work-flow process.Managers need to understand job requirements to make intelligent hiring decisions. Managers must clearly understand tasks required in every job.4-*Importance of Job Analysis tTrade-Offs Among Jo

20、b Design ApproachesPositive OutcomesHigher job satisfaction Higher motivationGreater job involvementLower absenteeismDecreased training timeHigher utilization levelsLower likelihood of errorLess chance of mental overload and stressLess physical effortLess physical fatigueFewer health complaintsFewer

21、 medical incidencesLower absenteeismHigher job satisfactionLower likelihood of errorLower likelihood of accidentsLess chance of mental overload and stressLower training timeHigher utilization levelsApproachMotivationalMechanisticBiologicalPerceptual-MotorNegative OutcomesIncreased training timeLower utilization