2 managing work flows and conducting job analysis

22Managing Work Flows and

Conducting Job Analysis

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.

© 1998 by Prentice Hall

Organizational Structures

Chief Partner

Partners

Associates

Fig. 2-1a© 1998 by Prentice Hall

A Typical Law FirmA Typical Law Firm

Organizational Structures (cont.)

General

Colonels

Majors

Fig. 2-1b

Captains and Lieutenants

Warrant Officers

Sergeants

Corporals

Privates© 1998 by Prentice Hall

United States ArmyUnited States Army

Organizational Structures (cont.)

Fig. 2-1c

Company A

Company B Company C


Alliance of three companies that pool their resources Alliance of three companies that pool their resources to produce a new product, such as a computer chip.to produce a new product, such as a computer chip.

Processing a Loan Application at IBM Credit Corporation Before and After Business Process Engineering

Fig. 2-2

CustomerServiceReceptionist

CreditChecker

BusinessPracticesSpecialist

Pricer Admini-strator

ToCus-tomer

Log in call from sales rep

Do credit check oncustomer

Modify std.loan covenantbased on cust. req.

Computeinterestrate on loan

Convertinformationinto a quoteletter

Use sophisticated computer programto process entire loan application

ToCustomer

DealStructurer


Work Flow Using SpecialistsWork Flow Using Specialists

Work Flow After Business Process ReengineeringWork Flow After Business Process Reengineering

TheMotivationProcess

Reductionof

Tension

UnsatisfiedNeeds

Tension

Drives

SearchBehavior

SatisfiedNeeds

Maslow’s Hierarchy of Needs

Physiological

Safety

Social

Esteem

Self-Actual-ization

Theory X Premises

Employees inherently dislike work and, whenever possible, will attempt to avoid it.

Because employees dislike work, they must be coerced, controlled, or threatened with punishment to achieve desired goals.

Employees will shirk responsibilities and seek formal direction whenever possible.

Most workers place security above all other factors associated with work and will display little ambition.

A manager who views employees fromA manager who views employees froma Theory X (negative) perspective believes:a Theory X (negative) perspective believes:

Theory Y Premises

Employees can view work as being as natural as rest or play. Men and women will exercise self-direction and self-control

if they are committed to the objectives. The average person can learn to accept, even seek,

responsibility. The ability to make good decisions is widely dispersed

throughout the population and is not necessarily the sole province of managers.

A manager who views employees fromA manager who views employees froma Theory Y (positive) perspective believes:a Theory Y (positive) perspective believes:

Herzberg’s Motivation-Hygiene Theory

AchievementRecognitionWork itselfResponsibilityAdvancementGrowth

SupervisionCompany policyRelationship with supervisorWorking conditionsSalaryRelationship with peersPersonal lifeRelationship with subordinatesStatusSecurity

Motivators Hygiene Factors

ExtremelyExtremelySatisfiedSatisfied

NeutralNeutral ExtremelyExtremelyDissatisfiedDissatisfied

Contrasting Views of Satisfaction-Dissatisfaction

Motivators

Hygiene Factors

Traditional ViewTraditional View

SatisfactionSatisfaction DissatisfactionDissatisfaction

Herzberg’s ViewHerzberg’s View

SatisfactionSatisfaction No SatisfactionNo Satisfaction

No DissatisfactionNo Dissatisfaction DissatisfactionDissatisfaction

McClelland’sThree-Needs Theory

Need for Achievement (nAch) Need for Power (nPow) Need for Affiliation (nAff)

Equity Theory Relationships

Outcomes A Outcomes B

Inputs A Inputs B


Inputs A Inputs B


Inputs A Inputs B

PERCEIVED RATIO COMPARISON* EMPLOYEE’S ASSESSMENT

<

>

=

Inequity (under-rewarded)

Equity

Inequity (over-rewarded)

Equity Theory Propositions

Given payment by time, over-rewarded employees will produce more than equitably paid employees.

Given payment by quantity of production, over-rewarded employees will produce fewer but higher-quality units than equitably paid employees.

Given payment by time, under-rewarded employees will produce less or poorer-quality output.

Given payment by quantity of production, under-rewarded employees will produce a large number of low-quality units in comparison with equitably paid employees.

SimplifiedExpectancyTheory

IndividualEffort

IndividualPerformance

OrganizationalRewards

IndividualGoals

A

B

CA

B

C

= Effort-performance linkage= Effort-performance linkage

= Performance-reward linkage= Performance-reward linkage

= Attractiveness= Attractiveness

MotivatingEmployees

Recognize individual differences Match people to jobs Use goals ensure that goals are perceived as attainable Individualize rewards Link rewards to performance Check the system for equity Don’t ignore money

The Job Characteristics Theory of Work Motivation

Core JobCore JobCharacteristicsCharacteristics

Critical Critical Psychological StatesPsychological States

Personal andPersonal andWork OutcomesWork Outcomes

Skill VarietiesTask IdentityTask Significance

Autonomy

Feedback

Experienced Meaning-fulness of the Work

Experienced Respon-sibility for WorkOutcomes

Knowledge of Resultsfrom Work Activities

High InternalWork Motivation

High-QualityWork Performance

High SatisfactionWith the Work

Low Turnoverand Absenteeism

Strength of Relationshipsis Determined by Intensityof Employee Growth Need

Fig. 2-3 © 1998 by Prentice Hall

The Techniques of Job Analysis

Fig. 2-4a

TechniqueTechnique

Employee Employee Group Group Focused OnFocused On

* The term job incumbent refers to the person currently filling a particular job.


Data-Data-CollectionCollectionMethodMethod

AnalysisAnalysisResultsResults DescriptionDescription

1. Task InventoryAnalysis

Any —largenumber ofworkers needed

Question-naire

Rating of tasks

Tasks are rated by jobincumbent,* supervisor, orjob analyst. Ratings may be characteristics such as importance of task and time spent doing it.

2. CriticalIncidentTechnique

Any Interview Behavioraldescrip-tion

Behavioral incidents representing poor throughexcellent performanceare generated for eachdimension of the job.

The Techniques of Job Analysis (cont.)

Fig. 2-4b

TechniqueTechnique


* The term job incumbent refers to the person currently filling a particular job.© 1998 by Prentice Hall



3. PositionAnalysisQuestion-naire (PAQ)

Any Question-naire

Rating of194 jobelements

Elements are rated on sixscales (for example, extentof use, importance to job). Ratings are analyzedby computer.

4. FunctionalJobAnalysis(FAQ)

Any Groupinterview/Question-naire

Rating ofhow jobincumbentrelates topeople, data, andthings

Originally designed to improve counseling andplacement of peopleregistered at local stateemployment offices. Taskstatements are generatedand then presented to jobincumbents to rate on suchdimensions as frequencyand importance.


Fig. 2-4c

TechniqueTechnique





5. MethodsAnalysis(MotionStudy)

Any Question-naire

Rating of194 jobelements

Elements are rated on sixscales (for example, extentof use, importance to job). Ratings are analyzedby computer.

6. Guide-linesOriented JobAnalysis

Any Interview Skills andknowledgerequired

Job incumbents identifyduties as well as know-ledge, skills, physicalabilities, and othercharacteristics neededto perform the job.


Fig. 2-4d

TechniqueTechnique





7. Manage-ment PositionDescriptionQuestion-naire (MPDQ)

Managerial Question-naire

Checklistof 197items

Managers check itemsdescriptive of theirresponsibilities.

6. Hay Plan Managerialorganization

Interview Impact ofjob on

Managers are interviewedregarding such issues as their responsibilities andaccountabilities. Responsesare analyzed according tofour dimensions: objectives,dimensions, nature andscope, accountability.

Selected Human Resource Information Systems Applicants 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

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

Fig. 2-8 © 1998 by Prentice Hall

2 managing work flows and conducting job analysis

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