Chap003人力資源全英教學(xué).ppt

Human Resource Management: Gaining a Competitive Advantage,Chapter 3 The Analysis and Design of Work,Copyright 2010 by the McGraw-Hill Companies, Inc. All rights reserved.,McGraw-Hill/Irwin,Job Design: Back to the Future at Toyota,In 2007, Toyota Motor Corporation became the worlds largest carmaker. In 2009, reported its first annual loss since 1938. Had to lay off workers first time since 1950. Failed to cut production quickly enough when the economic crisis happened in 2008.,Job Design: Back to the Future at Toyota,Steps taken in redesigning the jobs, including manufacturing jobs, sales, and middle-level managers. Quality control inspectors Five-person evaluation team Katsuaki Watanabe replaced by Kiichiro Toyoda,Learning Objectives,Analyze an organizations structure and work flow process, identifying the output, activities and inputs in the production of a product or service. 2. Understand the importance of job analysis in strategic and human resource management. 3. Choose the right job analysis technique for a variety of human resource activities. 4. Identify the tasks performed and the skills required in a given job. 5. Understand the different approaches to job design. 6. Comprehend the trade-offs among the various approaches to designing jobs.,4-4,Work-flow Design,Work-flow design is the process of analyzing the tasks necessary for the production of a product or service, prior to allocating and assigning these tasks to a particular job category or person. Organization structure refers to the relatively stable and formal network of vertical and horizontal interconnections among jobs that constitute the organization.,4-5,Work-flow Analysis,Work-flow analysis are useful in providing: a means for the managers to understand all the tasks required to produce a high-quality product the skills necessary to perform those tasks Work flow analysis includes analyzing: work outputs work processes work inputs,4-6,Developing a Work-unit Activity,4-7,Organizational Structure,Organization structure provides a cross- sectional overview of the static relationship between individuals and units that create the outputs. Two important dimensions of structure are: 1. Centralization 2. Departmentalization,4-8,Structural Configuration,Divisional workflow departmentalization low level of centralization semi-autonomous flexible and innovative sensitive to subtle differences across products, regions and clients,Functional functional departmentalization high level of centralization high efficiency inflexible insensitive to subtle differences across products, regions and clients,4-9,Importance of Job Analysis to HR Managers,Work Redesign,HR Planning,Job Analysis,Performance Appraisal,Career Planning,Selection,Training & Development,Job Evaluation,Job Analysis,4-10,Job Analysis Methods,Job Analysis- process of getting detailed information about jobs.,4-11,The Interview 面試法 Questionnaires 問(wèn)卷法 Observation 觀察法 Participant Diary/Logs 現(xiàn)場(chǎng)工作日記/日志法 Quantitative Job Analysis Techniques 量化職位分析技術(shù),Typical Questions in the Interview,1. What is the job being performed? 2. What are the major duties of your position? What exactly do you do? 3. What physical locations do you work in? 4. What are the education, experience, skill, and where applicable certification and licensing requirements?,Typical Questions in the Interview,5. In what activities do you participate? 6. What are the jobs responsibilities and duties? 7. What are the basic accountabilities or performance standards that typify your work? 8. What are your responsibilities? What are the environmental and working conditions involved?,Typical Questions in the Interview,9. What are the jobs physical demands? The emotional and mental demands? 10. What are the health and safety conditions? 11. Are you exposed to any hazards or unusual working conditions?,Overall Dimensions of the Position Analysis Questionnaire,Decision/communication/general responsibilities Clerical/related activities Technical/related activities Service/related activities Regular day schedule versus other work schedules Routine/repetitive work activities Environmental awareness General physical activities Supervising/coordinating other personnel Public/customer/related contact activities Unpleasant/hazardous/demanding environment Non-typical work schedules,4-15,Using Multiple Sources of Information,Individual workers Groups Supervisors The observation of job analysts,Job Analysis Information,Job Specification is a list of skills, knowledge, abilities, and other characteristics (KSAOs).,Job Description is a list of tasks, duties, and responsibilities (TDRs).,4-17,Job Descriptions,1. Job identification 2. Job summary 3. Responsibilities and duties 4. Authority of incumbent 5. Standards of performance 6. Working conditions 7. Job specifications,職位說(shuō)明書,1. 職位標(biāo)識(shí) 2. 職位概述 3. 工作職責(zé)和任務(wù) 4. 任職者的工作權(quán)限 5. 工作績(jī)效標(biāo)準(zhǔn) 6. 工作條件 7. 任職資格說(shuō)明,Sample Job Description,Job Title: Maintenance Mechanic General Description of Job: General maintenance and repair of all equipment used in the operations of a particular district. Includes the servicing of company used vehicles, shop equipment, and machinery used on job sites. 1. Essential duty (40%) Maintenance of Equipment 2. Essential duty (40%) Repair of Equipment 3. Essential duty (10%) Testing and Approval 4. Essential duty (10%) Maintain Stock Nonessential functions: Other duties assigned,4-20,Job Specification 職務(wù)規(guī)范,What human traits and experience are required to do this job well? Trained vs. Untrained Judgment Statistical Analysis,職務(wù)規(guī)范,職務(wù)規(guī)范是根據(jù)職務(wù)內(nèi)容擬定的最低要求的任職資格，列明適合從事該項(xiàng)工作的人員必須具備的基本條件、個(gè)人特質(zhì)、必須接受的訓(xùn)練等。職務(wù)規(guī)范的內(nèi)容通常包括： 所需知識(shí) 技能和能力 體能條件 個(gè)性特點(diǎn) 教育程度 工作經(jīng)驗(yàn) 專業(yè)資格,職務(wù)說(shuō)明和職務(wù)規(guī)范的編寫準(zhǔn)則,（1）運(yùn)用動(dòng)詞描述職責(zé)。每項(xiàng)職責(zé)的陳述必須以動(dòng)詞開頭，例如，“簽發(fā)成品放行條”。 （2）避免使用模棱兩可的詞語(yǔ)。 （3）注意動(dòng)詞搭配。避免使用“負(fù)責(zé)+動(dòng)詞”的表述方法。 （4）使用簡(jiǎn)短的語(yǔ)句。 （5）指明職責(zé)范圍。 （6）績(jī)效標(biāo)準(zhǔn)要量化。 （7）區(qū)分直接責(zé)任和管理責(zé)任。,Job Design and Job Redesign,Job redesign refers to changing the tasks or the way work is performed in an existing job.,Job design is the process of defining how work will be performed and the tasks that will be required in a given job.,4-24,Job Design Job Redesign Four Approaches Used in Job Design,Mechanistic,Motivational,Biological,Perceptual-motor,4-25,Approaches to Job Design,The mechanistic approach 機(jī)械法 Specialization Skill variety Work methods autonomy The motivational approach 激勵(lì)法 Decision-making autonomy Task significance Interdependence The biological approach 生物學(xué)法 Physical demands Ergonomics Work conditions The perceptual-motor approach 知覺(jué)動(dòng)作法 Job complexity Information processing Equipment use,4-26,Mechanistic Approach,Has its roots in classical industrial engineering. It focuses on identifying the simplest way to structure work that maximizes efficiency by designing jobs around three concepts: task specialization skill simplification repetition Scientific management is one of the earliest mechanistic approaches sought to identify the one best way to perform the job through the use of time-and-motion studies,4-27,Motivational Approach,Focuses on the job characteristics that affects the psychological meaning motivational potential of job design. A focus on increasing job complexity through: job enlargement （職務(wù)擴(kuò)大化） job enrichment （職務(wù)豐富化） the construction of jobs around sociotechnical systems (社會(huì)技術(shù)系統(tǒng)）.,4-28,Biological Approach,Comes primarily from the sciences of biomechanics, or the study of body movements Ergonomics（人類工程學(xué) ）- the goal of this approach is to minimize the physical strain on the worker. Focuses on outcomes such as: physical fatigue aches and pains health complaints,4-29,Perceptual-Motor Approach,Has its roots in the human-factors literature. Focuses on human mental capabilities and limitations. The goal is to design jobs that do not exceed peoples mental capabilities. Tries to improve reliability, safety, and user reactions by designing jobs in a way that reduces the information processing requirements of the job.,4-30,The Importance of Job Analysis to Line Managers,Managers must have detailed information about all the jobs in their work group to understand the work-flow process. Managers need to understand the job requirements to make intelligent hiring decisions. Managers must clearly understand the tasks required in every job.,4-31,Trade-Offs Among Different Approaches to Job Design,Positive Outcomes Higher job satisfaction Higher motivation Greater job involvement Lower absenteeism Decreased training time Higher utilization levels Lower likelihood of error Less chance of mental overload and stress Less physical effort Less physical fatigue Fewer health complaints Fewer medical incidences Lower absenteeism Higher job satisfaction Lower likelihood of error Lower likelihood of accidents Less chance of mental overload and stress Lowe