manging work flow 995

7/28/2019 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


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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Technique

Employee

GroupFocused On

Data-

CollectionMethod


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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Technique

Employee

GroupFocused On

Data-

CollectionMethod


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

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