Chapter 17 Human Resources II: Company Policies
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Transcript of Chapter 17 Human Resources II: Company Policies
Chapter 17Human Resources II:
Company Policies
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.
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Learning Outcomes: Human Resources II: Company Policies Explain the job characteristics
model Discuss the MPS model Describe TQM Outline the PDCA model for
continuous improvement Contrast TQM and reengineering Explain the implementation of the
various work redesign considerations
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.
All Rights Reserved.3
Learning Outcomes – Human Resources II: Company Policies Discuss the component for
employee training and development
Explain the purpose of performance evaluation
Discuss programs to retain employees
Identify your MPS in the job characteristics model through self assessment
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.
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Human Resources II:Company Policies
The ProcessDetermining the Job to be Filled
Recruiting and Selection
Basic Concepts of Job Design
Training and Development
Performance Evaluation
Programs to Retain Employees
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.
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Basic Concepts of Job Design Skill Variety – The degree
to which there are a variety of skills to perform.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.
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Basic Concepts of Job Design Task Identity – The degree
to which one worker is able to do a whole job and identify with it.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.
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Basic Concepts of Job Design Task significance – The
degree to which work has a significant impact on others in the immediate organization.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.
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Basic Concepts of Job Design Autonomy – The degree to
which a job offers freedom, independence, and discretion in scheduling work.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.
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Basic Concepts of Job Design Feedback – The degree to
which a job provides direct information about the employee’s performance.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.
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Motivating Potential Score The strength of employee needs
provide guidelines for managers. By combining the five characteristics of the job characteristic model into a single index, we can reflect the overall potential for a job to trigger high internal work motivation.
MPS = Skillvariety
Taskidentity+ Task
significance+3
Autonomy Feedbackx x
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.
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Total Quality Management (TQM) Total Quality Management
is a process seeking continuous improvement throughout the organization, involving all employees and driven by customer satisfaction.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.
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The PDCA Model
Do
Check
Act
A model for continuous improvement:Plan
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.
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Continuous Improvement Reengineering* means
rethinking and redesigning processes to add value to the organization.
* Coined by Michael Hammer
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.
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Work Redesign Considerations Job rotation – This is often
referred to as cross-training. The operator simply moves from one job to another. This may be necessary for health and safety reasons.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.
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Work Redesign Considerations Job enlargement is a
horizontal expansion of the job.
Job enrichment is a vertical expansion of the job. The operator is involved in planning and decision-making.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.
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Work Redesign Considerations Work schedules:
flextime shorter workweek
Job sharing: hours are shared by two or more
people. Telecommuting
with the aid of computers, employees work from home.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.
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Training and Development Orientation training
Introduction to organization’s culture On-the-job training (OJT)
Cross-training Off-the-job training
Audio and videotapes Lectures Role-playing and games Case studies Computer-based training
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.
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Performance Evaluation What is evaluated?
Objective task measurements Behaviors Traits
Who should do the evaluation? Immediate supervisor Peer evaluation Self-evaluation Immediate subordinate(s) 360-degree evaluation
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.
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Retaining Employees Making the organization a family-
friendly work place. Issues to be addressed:
Single parent families. Workforce is getting older. Both spouses working. Care for elderly. More diversity in the workplace. Better educated workforce
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.
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Summary The proper design of a job is
essential to a worker’s motivation, success and safety. The five characteristics to consider in designing a job are: skill variety. task identity. task significance. autonomy. feedback.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.
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Summary Total Quality Management
(TQM) seeks continuous improvement throughout the organization, involving all the employees and is driven by customer satisfaction.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.
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Summary The PDCA Model for TQM is
made up of four parts: plan. do. check. act.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.
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Summary Work redesign challenges the
organization to improve productivity through job enlargement, job rotation, or job enrichment.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.
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Summary Flexible work schedules, training
and worker development are important to an organization’s ability to stay competitive.
Performance evaluations can provide the opportunity for feedback and can lead to positive results.