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PRODUCTION AND PRODUCTION AND OPERATIONS MANAGEMENTOPERATIONS MANAGEMENT

Ch. 11: Human Resources andCh. 11: Human Resources and Job Design Job DesignSUMMARYSUMMARY

BASIC POINTSBASIC POINTSHOW SHOULD THE MAIN ASSET (HR) BE MANAGED? Employment strategies

• Follow demand (lay off)• Hold employment

Work schedules• Standard work schedule• Flex-time• Flexible work week• Part-time

Job design• Components of job design

Specialization Expansion Enrichment Rotation Empowerment

Labor standards• Time studies• Work sampling

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QUESTIONSQUESTIONS What are some of the worst jobs you know about? Why are

they bad jobs? Why do people want these jobs? If you were redesigning a job described to suit a worker better,

what changes would you make? Are your changes realistic? Would they improve productivity (not just production, but productivity)?

How would you define a good quality of work life? What is the different between job enrichment, job

enlargement, job rotation, and job specialization? Do you know of any jobs that push the man-machine interface

to the limits of human capabilities? Why prepare flow diagrams and process charts for tasks that

are poorly done? What are the major characteristics of a good job design?

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QUESTIONS (II) Describe the procedure of work measurement. Explain the

work sampling technique of work measurement. Write a detailed note on work study and its importance in

today’s production environment.

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MOTIVATION IS NOT ONLY MOTIVATION IS NOT ONLY DRIVEN BY MONEYDRIVEN BY MONEY

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BUT BEWARE OF TOO MUCH BUT BEWARE OF TOO MUCH EMPLOYEE EMPOWERMENT!EMPLOYEE EMPOWERMENT!

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AND WHAT ABOUT THE WORLD AND WHAT ABOUT THE WORLD CUP?CUP?

GENTLY PRESS THIS ARROW