class 3 hr planning work and job design13節(jié)課人力資源工作職位設(shè)計(jì)

Class3-HRPlanning,

workandjobdesign

GSBS6040DrJohannaMacneilTopic–HRplanning,workandjobdesignDefinitionsandhistoryofideasHRPlanningJobanalysisandjobdesignRelatingorganization,work,jobdesigntoHRMInterestingwork/jobdesignissuesReadingsRequiredreading:Stone,R.(2014).HumanResourceManagement,8thed.,Wiley:Sydney,Ch2,pp.62-87,onHRPlanningStone,R.(2014).HumanResourceManagement,8thed.,Wiley:Sydney,Ch5,pp.164-198,onJobdesignmendedreadings:Allan,C.,G.BamberandN.Timo(2006)Fast-foodwork:areMcJobssatisfying?EmployeeRelations28(5):402-420.Siddique,C.M.(2004)Jobanalysis:astrategichumanresourcemanagementpractice,InternationalJournalofHumanResourceManagement15(1):219-244.DefiningHRPlanningTheprocessofsystematicallyreviewinghumanresourcerequirementstoensurethattherequirednumberofemployees

withtheappropriateknowledge,skillsandabilitiesareavailablewhenneeded.Humanresourceplanningcanalsobedescribedasemploymentplanning(Stone2014:62)4ApproachestoHRPlanning

-matchingdemandandsupply5Stone2014:70ffAshortdetourintothehistoryofideasaboutorganisations,work,jobdesign…DivisionoflabourForthepurposeofefficiency(AdamSmith1776)orexploitation?(KarlMarx1850)‘Scientific’managementtomaximiseefficiency(FrederickTaylor1911)Usedtoinformdesignofmassproduction(HenryFord1922)RoleofmanagementTaylor(1911)said“Theprincipalobjectofmanagementshouldbetosecurethemaximumprosperityfortheemployer,coupledwiththemaximumprosperityforeachemployee.”FrederickTaylor-ThescienceofbricklayingFourelements:1.Managersdevelopthescienceofbricklaying;standardisingandperfectingmethodsandtools2.Carefulselectionandtrainingofmen;eliminationofthosenotwilling/able3.Bricklayer+science;helpofmanagers;largedailybonusavailable4.Equaldivisionofwork–“managersworksidebywiththemen,encouraging,smoothingtheway”AustralianMovie-Spotswood“Haveyoueverseentheinsideofaclock?Allthecomponentsarereliantontheothers.Someplayabiggerrole,andsomeasmaller.Butthemechanismdoesnotfunctionunlessallthepartsareworking.Ourjobistomakesureallthepartsareperformingtothebestoftheirability.”TimeandMotion/EfficiencyConsultantButnoteveryonethoughtspecialisationandstandardisationwasagoodidea….Creating‘good’jobsParticipation=>satisfaction(EltonMayo1920s)(=>performance?)Assumptionsaboutwhatmotivatespeopleatwork–TheoryXandTheoryY(DouglasMcGregor1960)Jobcharacteristicsmodel,withrotation,enrichment,enlargementtomotivation(HackmanandOldham1980)ControlvcommitmentHRstrategies(RichardWalton1985)HighPerformanceWorkSystems,wherebundlesofHR/workorganisation/ERpracticeswhichbuildskills,offeropportunities,providecontextualknowledge,treatpeopleequitably,rewardgoodperformance(MarkHuselid1995;JPMacDuffie1996)Andmanyotherideas(fashions)injobandworkdesignalongtheway…Socio-technicalsystemsdesignCo-designtooptimisebothsystems(FredEmery&EricTrist1960)‘Japanesemanagement’andToyotism(Womacketal1990)Manufacturingtechniques–Cells,qualitycircles,TQMDependentonclosesupplychainrelationshipsSupportedbyparticularHRM/ERpoliciesforemployees‘Knowledge’work(Drucker1993),‘knowledgeeconomy’,highskillserviceswork,donebyself-directedprofessionalswhovaluechallenge,independence‘McWork’,simplified,standardised,routinised‘Taylorised’servicework,devaluedandoutsourced/offshoredeg.McJobs,Allan,BamberandTimo2005Latest?Definitions–JobanalysisJobanalysisisasystematicinvestigationofthetasks,dutiesandresponsibilitiesofajobandthenecessaryknowledge,skillsandabilitiesapersonneedstoperformthejobadequately(Stone2014:164)Jobanalysisrequiresinformationon:Jobcontent–whatitisJobrequirements–whatyouneedtodoitJobcontext–thesituation/sinwhichitisconductedSomesituationsinjobanalysismightbedone:anewjobiscreatedajobischangedsignificantlydisagreements/grievancesoverworktobeperformedneedforredesignforaffirmativeactionInterrelationshipofjobanalysisand

otherHRMprocesses1213Differentapproachesemphasisedifferentaspectsofthejoboptimisingmotivationalaspectsofthejobmostefficientprocesses,andinteractionbetweenpeopleandtechnologyensuringproperergonomicdesign,basedonhumancapabilitiesandlimitationsoptimisingHowisJobAnalysisdone?JobcharacteristicsmodelCorejobdimensionsCriticalpsychologicalstatesPersonalandworkesSkillVarietyTaskIdentityTaskSignificanceExperiencedmeaningfulnessoftheworkHighInternalworkmotivationHighQualityworkperformanceHighsatisfactionwithworkLowabsenteeismandturnoverAutonomyExperiencedresponsibilityfortheesofworkFeedbackKnowledgeoftheactualresultsoftheworkactivitiesEmployeegrowthneedstrengthHackman&Oldham1976:256;alsoStone2014:192-4CoreJobdimensionsSkillvariety:Thedegreetowhichajobentailsavarietyofdifferentactivities,whichdemandtheuseofanumberofdifferentskillsandtalentsbythejobholderTaskidentity:Thedegreetowhichthejobrequirescompletionofawholeandidentifiablepieceofwork,thatis,doingajobfrombeginningtoendwithavisibleeTasksignificance:Thedegreetowhichthejobhasasubstantialimpactonthelivesorworkofotherpeople,whetherintheimmediateorganizationorintheexternalenvironmentAutonomy:Thedegreetowhichthejobprovidessubstantialfreedom,independence,anddiscretiontotheindividualinschedulingtheworkandindeterminingtheprocedurestobeusedincarryingitoutFeedback:Thedegreetowhichcarryingouttheworkactivitiesrequiredbythejobresultsintheindividualbeinggivendirectandclearinformationabouttheeffectivenessofhisorherperformance4–15JobDescription16JobdescriptionAwrittenstatementexplainingwhyajobexists,whattheoccupantactuallydoes,howtheydoit,andunderwhatconditions.Includes:Jobidentification ?JobobjectiveDutiesandresponsibilities ?RelationshipsPerformancestandards ?AuthorityAccountability ?RewardsProfessionalAssociationmembership(notunionmembership)Otherrequirementseg.Licences,qualificationsStone2014:171-3?2010South-Western,apartofCengageLearning.Allrightsreserved.4–171JobDescriptionforanEmploymentAssistant?2010South-Western,apartofCengageLearning.Allrightsreserved.4–181JobDescriptionforanEmploymentAssistant(cont’d)?2010South-Western,apartofCengageLearning.Allrightsreserved.4–191JobDescriptionforanEmploymentAssistant(cont’d)Off-shoringanduseofcontractlabour–Whentodothis?Withwhateffect?Responsibilityforlabour?(Stone2014:82-83)DesigningworkforGenYandGenZ–dotheywant/needsomethingdifferent?(Stone2014:67-69)Recognisingemotionallabour,especiallyinservicework/workinsectors/occupationsdominatedbywomenUseofFIFOorDIDOworkforce–managingOH&S,effectonfamilies,effectoncommunities(Stone2014:83)ExamplesofHRPlanning,

WorkandJobDesignIssuesExamplesofHRPlanning,

WorkandJobDesignIssuesWorkIntensification&LongWorkingHoursMighthavesomecontroloverwhen,butnothowmuchLonghourshaveanegativeimpactonjobsatisfaction,OH&SandrelationshipsSolutions?Work-LifeBalanceIssuesGrowthofnumberofcasualandpart-timejobsHowtostructurejobstoachieveareasonablework-lifebalance(WLB)?Influenceofthecultureoftheorganisationand/ormanagementattitudeontheuptakeofWLBpolicies?Solutions?21SummaryDifferentapproachestoconductingjobanalysisandjobdesign,dependingonwhatisseenasimportant/relevanttoorganisationaldecisionsHighlyinfluencedbythehistoryofideasinthisarea(mucholder,morediversethantheHRMliterature)Tomakeeffectivedecisionsaboutjobsandwork,itisimportanttounderstandthenatureofthework,thenatureoftheorganisation,thenatureoftheworkforce.ReferencesAllan,C.,G.BamberandN.Timo(2006)'Fast-foodwork:areMcJobssatisfying?'EmployeeRelations28(5):402-420.Bacon,N.andP.Blyton(2000)'Highroadandlowroadteamworking:Perceptionsofmanagementrationalesandorganizationalandhumanresourcees',HumanRelations53(11):1425-1458.Berg,P.,E.Appelbaum,T.BaileyandA.L.Kalleberg(2004).ContestingTime:InternationalComparisonsofEmployeeControlofWorkingTime.IndustrialandLaborRelationsReview,57(3):331-349.Emery,F.E.andTrist,E.L.(1960).Socio-technicalSystems.InF.E.E