04 designing productive and satisfying work

04 Designing Productive and Satisfying Work
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Unformatted text preview: Designing Productive & Satisfying Work Who does what? HRM The Big Picture S t r a e g y L l I s u Focus of This Section: 2 important HR activities: 1. Job Analysis Analyzing jobs within an organization to gather relevant information about the tasks that workers perform 2. Job Design (Work design) Assigning and coordinating work tasks among employees Reconfiguring or redesigning existing jobs to improve them (efficiency, motivation) Many times, these HR activities revolve around a work-flow analysis Work Flow Analysis Raw Inputs- material- information Equipment- facilities- systems People- knowledge- skills- abilities ACTIVITY what tasks are required? OUTPUT- product/service- how measured? Inputs Processes Outputs The process of analyzing the tasks necessary for production of service or product Logic of WFA Begin from the end Knowledge of desired outputs crucial for remaining elements Product/service, quality, quantity Work processes adapted to outputs Job analysis and design, role assignment and differentiation, organizational structure Goal is to maximize efficiency/productivity Lean production Inputs based on required processes Equipment, raw materials, worker KSAs Job Analysis Systematically collecting information about the tasks that workers perform on a specific job Job = Collection of tasks Goal: Defining a job in terms of its component tasks/duties and the knowledge or skills required to perform them A job analysis tells us What tasks are performed on the job The situation in which they are performed The worker qualities needed to perform the work A job analysis describes a job, not a person Job analysis is one of the most vital HR activities Basis for almost all other HR functions Uses of JA Information 1. Tells us what should be done on the job Performance appraisal, training programs 2. Reveals what is needed to be successful on job Employee selection, training programs 3. Indicates problems with the design of a job Job redesign 4. Determine the worth of a job to the organization Job evaluation 5. Necessary for human resource planning 6. Match skills of workers with requirements of job opportunities Outcomes of a Job Analysis Job description ...
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