Manging Work Flow 995
Transcript of Manging Work Flow 995
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Chapter 2Managing Work Flowsand Conducting Job
Analysis
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Organizational Structures
Bureaucratic
Flat
Boundaryless
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Organizational Structures-
Bureaucratic
General
Colonels
Majors
Captains and Lieutenants
Warrant Officers
Sergeants
Corporals
Privates
United States Army
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Organizational Structures-Flat
Chief Partner
Partners
Associates
A Typical Law Firm
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Organizational Structures-
Boundaryless
Company A
Company B Company C
Alliance of three companies that pool their resources
to produce a new product, such as a computer chip.
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Work Flow Analysis
The process of examining how
work creates or adds value to the
ongoing processes in a business.
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Business Process
Reengineering (BPR)
A fundamental rethinking and
radical redesign of business
processes to achieve dramatic
improvements in cost, quality,
service, and speed.
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Processing a Loan Application at IBM Credit
Corporation Before and After Business
Process Engineering
Customer
Service
Receptionist
Credit
Checker
Business
Practices
Specialist
Pricer Admini-
strator
To
Cus-
tomerLog in call
from sales
rep
Do credit
check on
customer
Modify std.
loan
covenant
based on
cust. req.
Compute
interest
rate on loan
Convert
information
into a quote
letter
Use sophisticated computer program
to process entire loan application
To
Customer
Deal
Structurer
Work Flow Using Specialists
Work Flow After Business Process Reengineering
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Motivation
That which energizes, directs, and
sustains human behavior. In HRM,a persons desire to do the best
possible job or to exert the
maximum effort to performassigned tasks.
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The Job Characteristics Theory of
Work Motivation
Core JobCharacteristics
CriticalPsychological States
Personal andWork Outcomes
Skill Varieties
Task Identity
Task Significance
Autonomy
Feedback
Experienced Meaning-
fullness of the Work
Experienced Respon-
sibility for Work
Outcomes
Knowledge of Resultsfrom Work Activities
High Internal
Work Motivation
High-QualityWork Performance
High Satisfaction
With the Work
Low Turnoverand Absenteeism
Strength of Relationships
is Determined by Intensity
of Employee Growth Need
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Guidelines for Conducting a
Job Analysis Determine the desired applications of the
job analysis.
Select the jobs to be analyzed.
Gather the job information.
Verify the accuracy of the job information.
Document the job analysis by writing a job
description.
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Job Description
A written document that identifies,
describes, and defines a job in
terms of its duties, responsibilities,
working conditions, and
specifications.
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The Techniques of Job Analysis
Technique
Employee
GroupFocused On
* The termjob incumbent refers to the person currently filling a particular job.
Data-
CollectionMethod
AnalysisResults Description
1. TaskInventoryAnalysis
Any largenumber ofworkers
needed
Question-naire
Rating oftasks
Tasks are rated by jobincumbent,* supervisor,or job analyst. Ratings
may be characteristicssuch as importance oftask and time spentdoing it.
2. CriticalIncident
Technique
Any Interview Behavioraldescrip-tion
Behavioral incidentsrepresenting poorthrough excellentperformanceare generated for eachdimension of the job.
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The Techniques of Job Analysis (cont.)
Technique
Employee
GroupFocused On
Data-
CollectionMethod
AnalysisResults Description
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 toimprove counseling andplacement of peopleregistered at local stateemployment offices. Taskstatements are generatedand then presented to jobincumbents to rate on suchdimensions as frequencyand importance.
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The Techniques of Job Analysis (cont.)
Technique
Employee
GroupFocused On
Data-
CollectionMethod
AnalysisResults Description
5. MethodsAnalysis(MotionStudy)
Any Observation/Question-naire
Rating of194 jobelements
Elements are rated on sixscales (for example, extentof use, importance tojob). Ratings are analyzedby computer.
6. Guide-linesOrientedJobAnalysis
Any Interview Skills andknowledgerequired
Job incumbents identifyduties as well as know-ledge, skills, physicalabilities, and othercharacteristics neededto perform the job.
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The Techniques of Job Analysis (cont.)
Technique
Employee
GroupFocused On
Data-
CollectionMethod
AnalysisResults Description
7. Manage-mentPositionDescriptionQuestion-naire(MPDQ)
Managerial Question-naire
Checklistof 197items
Managers check itemsdescriptive of theirresponsibilities.
8. Hay Plan Managerialorganization
Interview Impact ofjob on
organiza-tion
Managers are interviewedregarding such issues as
their responsibilities andaccountabilities. Responsesare analyzed according tofour dimensions: objectives,dimensions, nature andscope, accountability.
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Task Inventory Analysis
This technique is used to determine the
knowledge, skills, and abilities (KSAs)
needed to perform a job successfully. The analysis involves three steps:
Interview
SurveyGeneration of a task by KSA matrix
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Critical Incident Technique
The critical incident technique (CIT) is used todevelop behavioral descriptions of a job. InCIT, supervisors and workers generate
behavioral incidents of job performance. The technique involves the following four
steps:Generate dimensions
Generate incidentsRetranslate
Assign effectiveness values