POM - J. Galván 1 PRODUCTION AND OPERATIONS MANAGEMENT Ch. 11: Human Resources and Job Design...

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POM - J. Galván POM - J. Galván 1 PRODUCTION AND PRODUCTION AND OPERATIONS MANAGEMENT OPERATIONS MANAGEMENT Ch. 11: Human Resources and Ch. 11: Human Resources and Job Design Job Design SUMMARY SUMMARY

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QUESTIONS 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? POM - J. Galván 3

Transcript of POM - J. Galván 1 PRODUCTION AND OPERATIONS MANAGEMENT Ch. 11: Human Resources and Job Design...

Page 1: POM - J. Galván 1 PRODUCTION AND OPERATIONS MANAGEMENT Ch. 11: Human Resources and Job Design SUMMARY.

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PRODUCTION AND PRODUCTION AND OPERATIONS MANAGEMENTOPERATIONS MANAGEMENT

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

Page 2: POM - J. Galván 1 PRODUCTION AND OPERATIONS MANAGEMENT Ch. 11: Human Resources and Job Design SUMMARY.

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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Page 3: POM - J. Galván 1 PRODUCTION AND OPERATIONS MANAGEMENT Ch. 11: Human Resources and Job Design SUMMARY.

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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Page 4: POM - J. Galván 1 PRODUCTION AND OPERATIONS MANAGEMENT Ch. 11: Human Resources and Job Design SUMMARY.

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