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HRM Lecture (3) - Chapter 4 Work and Work Organization...

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Chapter 4 Work and Work Organization CHAPTER OVERVIEW In this chapter we examine various job design strategies including scientific management, job enrichment, Japanese work structures and business process re-engineering (BPR). It is emphasized that fundamental innovations in job and organizational design result in changes in HRM functions such as selection, rewards, appraisal, and training and development. Chapter objectives : After studying this chapter, you should be able to: 1 Explain the meaning of the term `work' 2 Define job design and describe specific job design strategies 3 Understand the theoretical arguments underpinning current organizational and job design practices 4 Explain how the nature of work and different organizational designs affect human resource management (HRM) activities CHAPTER OUTLINE Introduction The way work is organized influences the four “Cs”- commitment, competence, cost- effectiveness and congruence found in some HR models. The chapter describes how work is constantly being redesigned as managers adapt to economic and technological changes. The nature of work Paid work is defined as a physical and mental activity that is carried out at a particular place and time, according to instructions. [Type text]
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Job design Job design involves changing tasks and responsibilities to reconfigure jobs and relationships in the workplace. Job design impacts on the key HRM activities. (see Figure 1.3) Early developments in job design are outlined, including division of labour (Adam Smith; Charles Babbage) and factory control and alienation (Karl Marx).
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