人力資源管理雙語教學(xué)課件02工作分析

HumanResourceManagementChapter2JobAnalysis引導(dǎo)案例：工作職責(zé)分歧

一個(gè)機(jī)床操作工把大量的機(jī)油灑在他機(jī)床周圍的地面上。車間主任叫操作工把灑在地上的機(jī)油清掃干凈，操作工拒絕執(zhí)行，理由是工作說明書里并沒有包括清掃的條文。車間主任顧不上去查工作說明書上的原文，就找一名服務(wù)工來做清掃。但服務(wù)工同樣拒絕，他的理由是其工作說明書里也沒有包括這一類工作。車間主任威脅說要把他解雇。因?yàn)檫@種服務(wù)工是分配到車間來做雜務(wù)的臨時(shí)工。服務(wù)工勉強(qiáng)同意，但是干完之后立即向公司投訴。有關(guān)人員看了投訴后，審閱了三類人員的工作說明書：機(jī)床操作工、服務(wù)工和勤雜工。機(jī)床操作工的工作說明書規(guī)定：操作工有責(zé)任保持機(jī)床的清潔，使之處于可操作狀態(tài)，但并未提及清掃地面。服務(wù)工的工作說明書規(guī)定：服務(wù)工有責(zé)任以各種方式協(xié)助操作工，如領(lǐng)取原材料和工具，隨叫隨到，即時(shí)服務(wù)，但也沒有明確寫明包括請掃工作。勤雜工的工作說明書中確實(shí)包含了各種形式的清掃，但是他的工作時(shí)間是從正常工人下班后開始。LearningObjectives:2-1JobandJobAnalysis2-1-1Job2-1-2JobAnalysis2-1-3FunctionsofJobAnalysis2-2JobAnalysisMethods2-2-1QualitativeTechniques2-2-2QuantitativeTechniques2-3JobDesign2-3-1JobscopeandJobdepth2-3-2JobAnalysisToday2-1JobAnalysisDefined2-1-1Job

Ajobisasetofcloselyrelatedactivitiescarriedoutforpay.Micromotion微動作Element元素Task任務(wù)Duty職責(zé)Position職位Occupation職業(yè)JobsinOrganization組織目標(biāo)分工（任務(wù)結(jié)構(gòu)）分權(quán)（權(quán)力結(jié)構(gòu)）標(biāo)準(zhǔn)程度結(jié)果性質(zhì)形式大小職責(zé)職權(quán)崗位體系組織結(jié)構(gòu)差異性相關(guān)性橫-類型縱-水平相似性互補(bǔ)性

Thinking:What’stheAdvantagesofJobSpecialization?RelationshipamongDifferentJobComponents職業(yè)職業(yè)運(yùn)動員職業(yè)足球運(yùn)動員職業(yè)籃球運(yùn)動員職業(yè)棒球運(yùn)動員職業(yè)曲棍球運(yùn)動員工作棒球手內(nèi)野手外野手接投球手第一壘第二壘第三壘游擊手左野手中野手右野手接球手投球手職責(zé)一些防守任務(wù)職位職位職位RelationshipamongDifferentJobComponents2-1-2JobanalysisDefinition–Processofdeterminingandreportingpertinentinformationrelatingtothenatureofaspecificjob.Itisthedeterminationofthetaskswhichcomprisethejobandoftheskills,knowledge,abilities,andresponsibilitiesrequiredoftheholderforsuccessfuljobperformance.InformationProvidedbyaJobAnalysisContentofjobWhenWhoWhat(thetaskandthedutyofjob)Where(surrounding)How(tool/equipment)RequirementofjobKnowledgeSkillAbilityQualificationExperiencePersonality（1）職務(wù)名稱；（2）直接上級職位； （3）所屬部門；（4）工資等級；（5）工資水平； （6）所轄人員；（7）定員人數(shù)；（8）工作性質(zhì)。工作概要工作活動內(nèi)容：活動內(nèi)容；時(shí)間百分比；權(quán)限等工作職責(zé)工作結(jié)果工作關(guān)系：受誰監(jiān)督；監(jiān)督誰；可晉升、可轉(zhuǎn)換的職位及可升遷至此的職位；與哪些職位有聯(lián)系。工作人員運(yùn)用設(shè)備和信息說明

工作場所

工作環(huán)境的危險(xiǎn)性

職業(yè)病

工作時(shí)間特征

工作的均衡性

工作環(huán)境的舒服程度

基本資料工作描述任職資格說明工作環(huán)境

最低學(xué)歷；所需培訓(xùn)的時(shí)間和科目；從事本職工作和其他相關(guān)工作的年限和經(jīng)驗(yàn)。一般能力興趣愛好個(gè)性特征性別、年齡特征。體能要求：

工作姿勢

對視覺、聽覺、嗅覺有何特殊要求

精神緊張程度

體力消耗大小。 ContentsofJobAnalysis：2-1-2ProductsofJobAnalysis

Jobdescription工作描述Definition1：Alistofatasks,dutiesandresponsibilities(TDRs)thatajobentails.Definition2：Alistofajob'sduties,responsibilities,reportingrelationships,workingconditions,andsupervisoryresponsibilities.Itconcentratesonthedutiesandresponsibilitiesandgeneralworkingconditions.Jobspecification工作規(guī)范Definition1：Alistoftheknowledge,skills,abilitiesandothercharacteristics(KSAOs)thatanindividualmusthavetoperformthejobs.Definition2：Alistofajob's"humanrequirements,"thatis,therequisiteeducation,skills,personality,andsoon.Itconcentratesoncharacteristicsneededtoperformthejob.直屬部門：行政部直屬上級：行政部經(jīng)理

適用范圍：門店電腦主管崗位職責(zé)：1）負(fù)責(zé)店內(nèi)電腦數(shù)據(jù)的管理；

2）負(fù)責(zé)店內(nèi)各種銷售表格打印、分發(fā)；

3）協(xié)助店內(nèi)商品盤點(diǎn)工作；

4）更改電腦庫存；

5）負(fù)責(zé)店內(nèi)商品價(jià)格更改；

6）店內(nèi)ＰＯＳ機(jī)和電腦的維護(hù)。主要工作：1）檢查員工出勤狀況，合理調(diào)度人力，控制人事成本；

2）檢查報(bào)表的夜間打印和分發(fā)、反饋；

3）檢查庫存更正、價(jià)簽打印、傳真訂單、臨時(shí)變價(jià)等工作情況；

4）督促店內(nèi)盤點(diǎn)的計(jì)劃、安排、組織、實(shí)施和總結(jié)；

5）督促樓面各部門正確、及時(shí)處理各類報(bào)表；

6）負(fù)責(zé)電腦設(shè)備的維修、保養(yǎng)和正常運(yùn)行；

7）與總部電腦部保持工作聯(lián)系。輔助工作：1）負(fù)責(zé)電腦辦公室的清潔衛(wèi)生工作；

2）傳達(dá)部門經(jīng)理的要求，共同達(dá)成部門目標(biāo)；

3）協(xié)助做好顧客服務(wù)。

Example：超市電腦主管工作描述工作名稱：秘書資格條件：1.教育程度：大學(xué)?？?，接受過秘書技能培訓(xùn)2.工作經(jīng)驗(yàn)：三年相關(guān)工作經(jīng)驗(yàn)3.知識要求：經(jīng)濟(jì)與行政管理的基本知識4.技能要求：

1）熟練運(yùn)用計(jì)算機(jī)進(jìn)行文字處理、基本繪圖和通訊聯(lián)系；

2）具備基本的公文寫作技能，起草簡單的常見公文；

3）具有一定的信息處理能力，能有效管理有關(guān)文件資料；

4）具備良好的判斷能力，恰當(dāng)安排上司的工作時(shí)間；

6）具有良好的人際關(guān)系和溝通技能。Exampleofjobspecification

工作規(guī)范范例Ajobdescription

shouldbeaformal,writtendocument,usuallyfromonetothreepageslong.Itshouldincludethefollowing:-Datewritten.編寫日期-JobStatus(full-timeorpart-time;salaryorwage).工作狀態(tài)-Positiontitle.職位名稱-Jobsummary(asynopsisofthejobresponsibilities).工作概況-Detailedlistofdutiesandresponsibilities.詳細(xì)職責(zé)-Supervisionreceived(towhomthejobholderreports).受監(jiān)督情況-Supervisionexercised,ifany(whoreportstothisemployee).監(jiān)督情況-Principalcontacts(inandoutsidetheorganization).主要工作聯(lián)系-Relatedmeetingstobeattendedandreportstobefiled.相關(guān)會議與報(bào)告-Competencyorpositionrequirements.能力或職位要求-Requirededucationandexperience.教育和經(jīng)驗(yàn)要求-Careermobility(position[s]forwhichjobholdermayqualifynext).ContentsofaJobDescriptionP94166.117-018MANAGER,PERSONEL(profess,&kin)alternatetitles:manager,humanresourcesPlansandcarriesoutpoliciesrelatingtoallphasesofpersonnelactivity:Recruits,interviews,andselectstofillvacantpositions.Plansandconductsnewemployeeorientationtofosterpositiveattitudetowardcompanygoals.Keepsrecordofinsurancecoverage,pensionplay,andpersonneltransactions,suchashires,promotion,transfers,andterminations.Investigatesaccidentsandpreparesreportsforinsurancecarrier.Conductswagesurveywithinlabormarkettodeterminecompetitivewagerate.Preparesbudgetofpersonneloperations.Meetswithshopstewardsandsupervisorstoresolvegrievances.Writesseparationnoticesforemployeesseparatingwithcauseandconductsexitinterviewstodeterminereasonsbehindseparations.Preparesreportsandrecommendsprocedurestoreduceabsenteeismandturnover.Representscompanyatpersonnel-relatedhearingsandinvestigations.Contractswithoutsidesupplierstoprovideemployeeservices,suchascanteen,transportation,orrelocationservice.Maypreparebudgeofpersonneloperations,usingcomputerterminal.Mayadministermanualanddexterityteststoapplicants.Maysuperviseclericalworkers.Maykeeprecordsofhiredemployeecharacteristicsforgovernmentalreportingpurpose.MaynegotiatecollectivebargainingagreementwithBUSINESSREPRESENTATIVE,LABORUNION部門：辦公室職等：7職位：辦事員職系：行政管理工作任務(wù)：負(fù)責(zé)公司人事及總務(wù)管理咨詢1、人員招聘與訓(xùn)練2、人事資料登記與整理3、人事資料的統(tǒng)計(jì)4、員工請假、考勤管理5、人事管理規(guī)章草擬6、人員任免調(diào)動獎(jiǎng)懲考勤薪酬等事項(xiàng)辦理7、勞工保險(xiǎn)加退保與理賠事宜8、文體活動與員工福利事項(xiàng)辦理9、員工各種證明熟的核發(fā)10、文具設(shè)備事物用品的預(yù)算采購修善管理11、辦公環(huán)境安全及衛(wèi)生管理工作12、公司文書、信件等的收發(fā)事宜13、書報(bào)雜志的訂購與管理14、接待來訪人員任職資格：1、?？飘厴I(yè)，曾任人事及總務(wù)工作二年以上

2、高中畢業(yè)，曾任人事、總務(wù)工作六年以上

3、現(xiàn)任分類職務(wù)7職等以上

4、具有服務(wù)精神與善于處理人際關(guān)系者

5、男性為佳，女性亦可Exampleofjob工作說明書范例Exampleofjob工作說明書范例2-1-3FunctionsofJobAnalysis引導(dǎo)案例：科學(xué)管理的先驅(qū)泰勒在伯利恒鋼鐵廠運(yùn)用工作描述設(shè)計(jì)流程與工作地點(diǎn)的布局，使勞動生產(chǎn)率得到很大提高。伯利恒鋼鐵廠的5座高爐由75名訓(xùn)練有素的生鐵裝卸工裝車，他們的平均裝車量為每人每天12.5噸，這在當(dāng)時(shí)相對任何地方來說，都是速度最快和費(fèi)用最低廉的。通過工作分析發(fā)現(xiàn)一流的生鐵裝卸工每人每天的裝卸量不是12.5噸，而應(yīng)該是它的近4倍，約為47噸或48噸。經(jīng)過實(shí)施一個(gè)裝卸工一天可以47.5噸的速度來裝生鐵，裝卸工的工資比周圍其他的工人多掙60%的工資。FunctionsofJobAnalysisJobanalysisPlaysacentralrole

inHRM.Itservesasthecornerstoneofallhumanresourcefunctions.RecruitmentSelectionandplacementOrientationandTrainingCareercounselingEmployeesafetyPerformanceappraisalCompensationJobdefinitionandJobdesignJobAnalysisPerformanceAppraisalJobDescriptionandJobSpecificationRecruitingandSelectionDecisionsJobEvaluationWageandSalaryDecisions(Compensation)TrainingRequirementsUsesofJobAnalysisInformation資料:

Henry.Ford一世不僅是一位家族老板，而且是企業(yè)工作分析的行家里手與始祖。他在自己的傳記《我的生活和工作》中詳細(xì)地?cái)⑹隽薚型轎車8000多道工序?qū)と说囊螅?/p>

——949道工序需要強(qiáng)壯、靈活、身體各方面都非常好的成年男子；

——3338道工序需要普通身體的男工；

——剩下工序可由女工或年紀(jì)稍大的兒童承擔(dān)，其中：

——50道工序由沒有腿的人來完成；

——2637道工序由一條腿的人來完成；

——2道工序由沒有手的人完成；

——715道工序由一只手的人完成；

——10道工序由失明的人完成。Jobanalysiscanhelpdiscoverunassignedduties遺漏的職責(zé).Forexample,inanalyzingyoufindgthejobofyourcompany’sproductionmanager生產(chǎn)經(jīng)理,youmayfindshereportsherselfasbeingresponsiblefortwodozenorsodutiesincludingplanningweeklyproductionschedules生產(chǎn)計(jì)劃andpurchasingrawmaterials購買原材料.Missing,however,isanyreferencetomanagingrawmaterial原材料管理

orfinishedgoodsinventories制成品庫存.Onfurtherinvestigation進(jìn)一步的調(diào)查

youfindthatnoneoftheothermanufacturingpeople生產(chǎn)員工

isresponsibleforinventorymanagement存貨管理

either.Yourjobanalysis(basednotjustonwhatemployeesreportastheirduties,butonwhatyouknowthesedutiesshouldbe)hasidentifiedadutytobeassigned.Missingdutieslikethisareoftenuncoveredthroughjobanalysis.背景資料：1883年，美國開始實(shí)行文官制度，19世紀(jì)末20世紀(jì)初，第二次科技革命帶來社會經(jīng)濟(jì)的迅猛發(fā)展，政府職能進(jìn)一步擴(kuò)大，文官人數(shù)增至30萬人。他們在各種類型的政府機(jī)構(gòu)工作，按不同新姿標(biāo)準(zhǔn)支付工資，出現(xiàn)很多混亂和不合理現(xiàn)象，如同公不同酬、同酬不同工等，早在1836年，美國聯(lián)邦政府與五個(gè)部門所雇用的336名書記員就因工資不公平向國會提出請?jiān)笗?，要求改變現(xiàn)狀。如何將工作與薪金標(biāo)準(zhǔn)化、合理化成為迫切要解決的問題。1923年，美率先制定了第一個(gè)聯(lián)邦政府職位分類方案，并以此為基礎(chǔ)開展薪酬管理。2-2JobAnalysisMethods

Observation

觀察法TimeandmotionstudyTimestudyWorksampling

Interview訪談法ParticipantDiary/Log工作日志法Questionnaire問卷法PositionAnalysisQuestionnaire(PAQ)ManagementPositionDescriptionQuestionnaireFunctionalJobAnalysis(FJA)功能性工作分析法DOT/ONETDictionaryorOccupationalTitles文獻(xiàn)法2-2-1ObservationObservationmethodsMotionstudyTimestudyWorksamplingUsefulwhenjobsconsistmainlyofobservablephysicalactivity

Janitor看門人Assembly-lineworker流水線工人Accountingclerk會計(jì)員Nurse護(hù)士2-2-2InterviewInterviewTypes:individualinterviewsgroupinterviewssupervisorinterviewsPROSANDCONSMostwidelyusedmethodAllowstheworkertoreportactivitiesandbehaviorthatmightnototherwisesurfaceSimpleandQuickWaystoCollectInformationMajorproblemisdistortionofinformationWhatisthejobbeingperformed?Whatexactlydoyoudo?Whatareyourmajorduties?TypicalInterviewQuestionsInclude:Whatisthejobbeingperformed?Whatarethemajordutiesofyourposition?Whatphysicallocationsdoyouworkin?Whataretheeducation,experience,skill,and(whereapplicable)certificationandlicensingrequirements?Whatactivitiesdoyouparticipatein?Whatarethejob’sresponsibilitiesandduties?Whatarethebasicaccountabilitiesorperformancestandardsthattypifyyourwork?Whatareyourresponsibilities?Whataretheenvironmentalandworkingconditionsinvolved?Whatarethejob’sphysicaldemands?Theemotionalandmentaldemands?Whatarethehealthandsafetyconditions?Areyouexposedtoanyhazardsorunusualworkingconditions?2-2-3ParticipantDiary/Logs

Foreveryactivitytheemployeeengagesin,heorsherecordstheactivity,alongwiththetimeinalog.Thiscanproduceaverycompletepictureofthejob,especiallywhensupplementedwithsubsequentinterviewswiththeworkerandhisorhersupervisor.2-2-4QuestionnaireAtypicaljobanalysisquestionnairewouldhaveamixofopen-endedandstructuredquestions.Page111givesanexampleofajobquestionnaire.ProsandConsQuickEfficientAlargenumberofemployeesLowcostMainproblem:Developingthequestionnaireandtestingitcanbeexpensiveandtimeconsuming.Complex2-2-5QuantitativeTechniquesPositionAnalysisQuestionnaire(PAQ)

AnexampleshowsaportionofaPAQ.AnexampleshowsasampleofaPAQ.ManagementPositionDescriptionQuestionnaire

AnexampleshowscategoriesofMPDQ.FunctionalJobAnalysis(FJA)AnexampleshowslevelsofdifficultyforworkerinFJA.CategoryInformationinput信息輸入Mentalprocesses智力過程Physicalactivities體力活動Relationshipswithotherpeople與他人關(guān)系Jobcontext工作背景OtherjobCharacteristics其他工作特征

DescriptionWhereandhowdoestheemployeegettheinformationusedinperformingthejob?Whatreasoning,decision-making,planning,andinformation-processingactivitiesareinvolvedinperformingthejob?Whatphysicalactivitiesdoestheemployeeperform,andwhattoolsordevicesareused?Whatrelationshipswithotherpeoplearerequiredinperformingthejob?Inwhatphysicalorsocialcontestistheworkperformed?Whatactivities,conditions,orcharacteristicsotherthanthosedescribedabovearerelevanttothejob?ExamplesUseofwrittenmaterials.Near-visualdifferentiation.Levelofreasoninginproblemsolving.Coding/decoding.Useofkeyboarddevices.Assembling/disassembling.Instructing.Contactswithpublic,and/orcustomers.Hightemperature.Interpersonalconflictsituations.Specifiedworkpace.Amountofjobstructure.EmployeeActivityCategoriesUsedinthePAQSource:E.J.McCormick,P.R.Jeanneret,andR.C.Mecham,PositionAnalysisQuestionnaire.Copyright1969byPurdueResearchFoundation,WestLafayette,Ind.Reprintedwithpermission.Informationinput信息輸入I.ISourcesofJobInformation工作信息來源Rateeachofthefollowingitemsintermsoftheextenttowhichitisusedbytheworkerasasourceofinformationinperformingthejob.I.I.IVisualSourcesofJobInformation直觀來源

1 Writtenmaterials(books,reports,officenotes,articles,jobinstructions,signs,etc.) 2 Quantitativematerials(materialswhichdealwithquantitiesoramounts,suchasgraphs,accounts,specifications,tablesofnumbers,etc.) 3 Pictorialmaterial(picturesorpicturelikematerialsusedassourcesofinformation,forexample,drawings,blueprints,diagrams,maps,tracings,photographicfilms,x-rayfilms,TVpictures,etc.) 4 Patterns/relateddevices(templates,stencils,patterns,etc.,usedassourcesofinformationwhenobservedduringuse;donotincludeherematerialsdescribedinitem3above)Code代碼

ExtentofUse使用程度NDoesnotapply不使用1Nominal/veryfrequent很少用2Occasional偶爾用3Moderate一般使用4Considerable比較多使用5Verysubstantial經(jīng)常使用SamplepagefromthePositionAnalysisQuestionnaireSource:W.B.TornovandP.R.Pinto,“TheDevelopmentofaManagerialJobTaxonomy:ASystemforDescribing,Classifying,andEvaluatingExecutivePositions,”JournalofAppliedPsychology61,no.4(1976),p.414.

1. Product,marketing,andfinancialstrategyplanning.計(jì)劃

2. Coordinationofotherorganizationalunitsandpersonnel.組織

3. Internalbusinesscontrol.控制

4. Productsandservicesresponsibility.服務(wù)

5. Publicandcustomerrelations.公共關(guān)系

6. Advancedconsulting.咨詢

7. Autonomyofactions.自主性

8. Approvaloffinancialcommitments.財(cái)務(wù)承諾

9. Staffservice. 10. Supervision.監(jiān)督

11. Complexityandstress.壓力

12. Advancedfinancialresponsibility.財(cái)務(wù)責(zé)任

13. Broadpersonnelresponsibility.人事責(zé)任ManagementPositionDescriptionQuestionnaireCategoriesSource:U.S.DepartmentofLabor,RevisedHandbookforAnalyzingJobs(Washington,D.C.:U.S.GovernmentPrintingOffice,1991),p.73.

Data數(shù)據(jù)

People人員

Things事件

0 Synthesizing綜合

0 Mentoring輔導(dǎo)0Settingup安裝

1 Coordinating協(xié)調(diào)

1 Negotiating談判1Precisionworking精密作業(yè)

2 Analyzing分析

2 Instructing指導(dǎo)2Operating-controlling運(yùn)行控制

3 Compiling編輯

3 Supervising監(jiān)督3Driving-operating驅(qū)動運(yùn)行

4 Computing計(jì)算

4 Diverting轉(zhuǎn)變4Manipulating操作

5 Copying復(fù)制

5 Persuading勸導(dǎo)5Tending看管

6 Comparing比較

6 Speaking-signaling交流

6Feeding-offbearing進(jìn)料清貨

7 Serving服務(wù)

7 Handling處理

8 Takinginstructions-helping

接受指示LevelsofDifficultyforWorkerFunctionsinFJA2-2-6DictionaryofOccupationalTitles353.367-018GUIDE,PLANT(anyindustry)alternatetitles:planttourguide

Escortsgroupofpeoplethroughindustrialestablishment,anddescribesfeaturesofinterest:Leadswayalongspecifiedrouteandexplainsvariousprocessesandoperationofmachines.Answersquestionsandsuppliesinformationonworkofdepartmentordepartmentsvisited.

GOE:09.01.02STRENGTH:LGED:R3M2L3SVP:3DLU:77

NineOccupationalCategories

UsedbytheDOTProfessional,technical,andmanagerial專業(yè)技術(shù)及管理人員Clericalandsales辦事員與銷售員carpenterService服務(wù)Agriculture,fishing,forestry,andrelated農(nóng)林漁及相關(guān)行業(yè)Processing加工Machinetrades機(jī)械貿(mào)易Benchwork法律事務(wù)Structuralwork建筑Miscellaneous其他HumanResourcesManagerasClassifiedbytheDOT觀察法能較多、較深刻地了解工作要求不適用于高層領(lǐng)導(dǎo)、研究工作、耗時(shí)長或技術(shù)復(fù)雜的工作、不確定性工作面談法效率較高面談對象可能持懷疑、保留態(tài)度；對提問要求高；易失真 問卷調(diào)查法費(fèi)用低；速度快，調(diào)查面廣；可在業(yè)余進(jìn)行；易于量化；可對調(diào)查結(jié)果進(jìn)行多方式、多用途的分析對問卷設(shè)計(jì)要求高；可能產(chǎn)生理解上的不一致實(shí)踐法短期內(nèi)可掌握的工作不適用于需進(jìn)行大量訓(xùn)練或危險(xiǎn)的工作典型事例法可揭示工作的動態(tài)性，生動具體費(fèi)時(shí)；難以形成對一般性工作行為的總的概念各種工作分析方法的優(yōu)缺點(diǎn)2-3JobDesign2-3-1DefinitionProcessofstructuringworkanddesignatingthespecificworkactivitiesofanindividualorgroup.ProcesscanbedividedintothreephasesSpecificationofindividualtasksSpecificationofthemethodofperformingeachtaskCombinationofindividualtasksintospecificjobsWhatHow2-3-2DimensionsofJobDesignJobscope

工作廣度referstothenumberandvarietyofdifferenttasksperformedbyjobholder.JobenlargementJobrotationJobdepth

工作深度referstothejobholder’sfreedomtoplanandorganizehis/herownworkandworkpace,andtomovearoundandcommunicateasdesired.JobenrichmentSocio-technicalApproach

社會技術(shù)toJobDesignWorkteamPhysicalEnvironment物理環(huán)境AlternativeWorkSchedulesFlextimeTelecommutingJobSharingCondensedworkweek2-3-3JobAnalysisTodayToday’sbusinessinaglobalmarketplace(revolutionaryforces):AcceleratingproductTechnologicalchangeGlobalizedcompetitionDeregulationPoliticalinstabilityTrendstoservicesocietyandinformationageToday’sorganizationmustbe

responsive,Flexible,andcapableofcompeting.Asaresult:JobAnalysisina"Jobless"WorldFromSpecializedtoEnlargedJobs從亞當(dāng)斯密到赫茲伯格Organization:pyramid-shapedtoflatterWork:specializedfunctionstoWorkteamsandprocessesTheboundarylessorganizationsReengineering“Insuchasituationpeoplenolongertaketheircuesfromajobdescriptionorasupervisor’sinstructions.Signalscomefromthechangingdemandsoftheworkthatneedsdoing,changingasthatchanges.Managerslosetheir‘jobs’,too…”CaseIncident:Hurricane颶風(fēng)

BonnieInAugust1998HurricaneBonniehitNorthCarolinaandtheOptimaAirFilerCompany.Manyemployees’homesweredevastated毀壞

andthefirmfoundthatithadtohirealmost30completelynewcrews新員工,oneforeachofitsshifts離職者.Theproblemwasthatthe“oldtimers”hadknowntheirjobssowellthatnoonehadeverb