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1、Human Resource Management:Gaining a Competitive Advantage,Chapter 3The Analysis and Design of Work,Copyright 2010 by the McGraw-Hill Companies,Inc.All rights reserved.,McGraw-Hill/Irwin,Job Design:Back to the Future at Toyota,In 2007,Toyota Motor Corporation became the worlds largest carmaker.In 200
2、9,reported its first annual loss since 1938.Had to lay off workers first time since 1950.Failed to cut production quickly enough when the economic crisis happened in 2008.,Job Design:Back to the Future at Toyota,Steps taken in redesigning the jobs,including manufacturing jobs,sales,and middle-level
3、managers.Quality control inspectorsFive-person evaluation teamKatsuaki Watanabe replaced by Kiichiro Toyoda,Learning Objectives,Analyze an organizations structure and work flow process,identifying the output,activities and inputs in the production of a product or service.2.Understand the importance
4、of job analysis in strategic and human resource management.3.Choose the right job analysis technique for a variety of human resource activities.4.Identify the tasks performed and the skills required in a given job.5.Understand the different approaches to job design.6.Comprehend the trade-offs among
5、the various approaches to designing jobs.,4-4,Work-flow Design,Work-flow design is the process of analyzing the tasks necessary for the production of a product or service,prior to allocating and assigning these tasks to a particular job category or person.Organization structure refers to the relativ
6、ely stable and formal network of vertical and horizontal interconnections among jobs that constitute the organization.,4-5,Work-flow Analysis,Work-flow analysis are useful in providing:a means for the managers to understand all the tasks required to produce a high-quality productthe skills necessary
7、 to perform those tasksWork flow analysis includes analyzing:work outputswork processeswork inputs,4-6,Developing a Work-unit Activity,4-7,Organizational Structure,Organization structure provides a cross-sectional overview of the static relationship between individuals and units that create the outp
8、uts.Two important dimensions of structure are:1.Centralization 2.Departmentalization,4-8,Structural Configuration,Divisionalworkflow departmentalizationlow level of centralizationsemi-autonomousflexible and innovativesensitive to subtle differences across products,regions and clients,Functionalfunct
9、ional departmentalizationhigh level of centralizationhigh efficiencyinflexibleinsensitive to subtle differences across products,regions and clients,4-9,Importance of Job Analysis to HR Managers,Work Redesign,HR Planning,Job Analysis,Performance Appraisal,Career Planning,Selection,Training&Developmen
10、t,Job Evaluation,Job Analysis,4-10,Job Analysis Methods,Job Analysis-process of getting detailed information about jobs.,4-11,The Interview 面试法Questionnaires 问卷法Observation 观察法Participant Diary/Logs 现场工作日记/日志法Quantitative Job Analysis Techniques 量化职位分析技术,Typical Questions in the Interview,1.What is
11、the job being performed?2.What are the major duties of your position?What exactly do you do?3.What physical locations do you work in?4.What are the education,experience,skill,and where applicable certification and licensing requirements?,Typical Questions in the Interview,5.In what activities do you
12、 participate?6.What are the jobs responsibilities and duties?7.What are the basic accountabilities or performance standards that typify your work?8.What are your responsibilities?What are the environmental and working conditions involved?,Typical Questions in the Interview,9.What are the jobs physic
13、al demands?The emotional and mental demands?10.What are the health and safety conditions?11.Are you exposed to any hazards or unusual working conditions?,Overall Dimensions of the Position Analysis Questionnaire,Decision/communication/general responsibilitiesClerical/related activitiesTechnical/rela
14、ted activitiesService/related activitiesRegular day schedule versus other work schedulesRoutine/repetitive work activitiesEnvironmental awarenessGeneral physical activitiesSupervising/coordinating other personnelPublic/customer/related contact activitiesUnpleasant/hazardous/demanding environmentNon-
15、typical work schedules,4-15,Using Multiple Sources of Information,Individual workersGroupsSupervisorsThe observation of job analysts,Job Analysis Information,Job Specification is a list of skills,knowledge,abilities,and other characteristics(KSAOs).,Job Description is a list of tasks,duties,and resp
16、onsibilities(TDRs).,4-17,Job Descriptions,1.Job identification2.Job summary3.Responsibilities and duties4.Authority of incumbent5.Standards of performance6.Working conditions7.Job specifications,职位说明书,1.职位标识2.职位概述3.工作职责和任务4.任职者的工作权限5.工作绩效标准6.工作条件7.任职资格说明,Sample Job Description,Job Title:Maintenance
17、MechanicGeneral Description of Job:General maintenance and repair of all equipment used in the operations of a particular district.Includes the servicing of company used vehicles,shop equipment,and machinery used on job sites.1.Essential duty(40%)Maintenance of Equipment2.Essential duty(40%)Repair o
18、f Equipment3.Essential duty(10%)Testing and Approval4.Essential duty(10%)Maintain StockNonessential functions:Other duties assigned,4-20,Job Specification职务规范,What human traits and experience are required to do this job well?Trained vs.UntrainedJudgmentStatistical Analysis,职务规范,职务规范是根据职务内容拟定的最低要求的任职
19、资格，列明适合从事该项工作的人员必须具备的基本条件、个人特质、必须接受的训练等。职务规范的内容通常包括：所需知识技能和能力体能条件个性特点教育程度工作经验专业资格,职务说明和职务规范的编写准则,（1）运用动词描述职责。每项职责的陈述必须以动词开头，例如，“签发成品放行条”。（2）避免使用模棱两可的词语。（3）注意动词搭配。避免使用“负责+动词”的表述方法。（4）使用简短的语句。（5）指明职责范围。（6）绩效标准要量化。（7）区分直接责任和管理责任。,Job Design and Job Redesign,Job redesign refers to changing the tasks or
20、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.,4-24,Job Design Job Redesign Four Approaches Used in Job Design,Mechanistic,Motivational,Biological,Perceptual-motor,4-25,Approaches to Jo
21、b Design,The mechanistic approach 机械法SpecializationSkill varietyWork methods autonomyThe motivational approach 激励法Decision-making autonomyTask significanceInterdependenceThe biological approach 生物学法Physical demandsErgonomicsWork conditionsThe perceptual-motor approach 知觉动作法Job complexityInformation
22、processingEquipment use,4-26,Mechanistic Approach,Has its roots in classical industrial engineering.It focuses on identifying the simplest way to structure work that maximizes efficiency by designing jobs around three concepts:task specialization skill simplification repetitionScientific management
23、is one of the earliest mechanistic approachessought to identify the one best way to perform the job through the use of time-and-motion studies,4-27,Motivational Approach,Focuses on the job characteristics that affects the psychological meaning motivational potential of job design.A focus on increasi
24、ng job complexity through:job enlargement（职务扩大化）job enrichment（职务丰富化）the construction of jobs around sociotechnical systems(社会技术系统）.,4-28,Biological Approach,Comes primarily from the sciences of biomechanics,or the study of body movementsErgonomics（人类工程学）-the goal of this approach is to minimize the
25、 physical strain on the worker.Focuses on outcomes such as:physical fatigue aches and pains health complaints,4-29,Perceptual-Motor Approach,Has its roots in the human-factors literature.Focuses on human mental capabilities and limitations.The goal is to design jobs that do not exceed peoples mental
26、 capabilities.Tries to improve reliability,safety,and user reactions by designing jobs in a way that reduces the information processing requirements of the job.,4-30,The Importance of Job Analysis to Line Managers,Managers must have detailed information about all the jobs in their work group to unde
27、rstand the work-flow process.Managers need to understand the job requirements to make intelligent hiring decisions.Managers must clearly understand the tasks required in every job.,4-31,Trade-Offs Among Different Approaches to Job Design,Positive OutcomesHigher job satisfaction Higher motivationGrea
28、ter job involvementLower absenteeismDecreased training timeHigher utilization levelsLower likelihood of errorLess chance of mental overload and stressLess physical effortLess physical fatigueFewer health complaintsFewer medical incidencesLower absenteeismHigher job satisfactionLower likelihood of er
29、rorLower likelihood of accidentsLess chance of mental overload and stressLower training timeHigher utilization levels,ApproachMotivationalMechanisticBiologicalPerceptual-Motor,Negative OutcomesIncreased training timeLower utilization levelsGreater likelihood of errorGreater chance of mental overload
30、and stressLower job satisfactionLower motivationHigher absenteeismHigher financial costs becauseof changes in equipment or job environmentLower job satisfactionLower motivation,4-32,Summary,Job analysis and design is one of the most important components to develop and maintain a competitive advantag
31、e and implement strategy.Managers need to understand the entire work-flow process to ensure efficiency and effectiveness and have clear,detailed information about the jobs.Managers can redesign jobs to ensure that the work unit is able to achieve its goals while individuals benefit from as motivation,satisfaction,safety,health and achievement.,4-33,Assignment Questions,Practice QuestionsDiscussion Questions 1,2,5,6,
