Lecture Human resource management: Gaining a competitive advantage (9/e) – Chapter 4: The analysis and design of work

Human Resource

Management:
Gaining a Competitive Advantage

Chapter 4
The Analysis and Design of Work

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Developing a Work-Unit Activity Analysis
U

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Structural Configuration

Divisional
• workflow
departmentalization
• low level of centralization
• semi-autonomous
• flexible and innovative
• sensitive to subtle
differences across
products, regions and
clients
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Importance of Job Analysis to HR Managers
Work
Work Redesign
Redesign

Performance
Performance Appraisal
Appraisal

HR
HR Planning
Planning

Training
Training &
&
Development
Development

Selection
Selection

Career
Career Planning
Planning

Job
Job Evaluation
Evaluation

Job
Job Analysis
Analysis

Job
Job Analysis
Analysis
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Job Analysis Information

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Job Analysis Methods

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Job Design and Job Redesign

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Four Approaches Used in Job Design

Motivational
Biological

Perceptual-motor

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Job Characteristics Model
A model of how job design affects employee reaction
Job Characteristics
Skill Variety
Task Identity
Task Significance
Autonomy
Feedback

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Trade-Offs Among Job Design
Approaches
Approach

Motivational

Mechanistic

Biological

PerceptualMotor

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Summary
 Job analysis and design is a key component for a competitive





advantage and strategy.
Managers need to understand the entire work-flow process to
ensure efficiency and effectiveness and have clear, detailed job
information.
Work-flow design - process of analyzing tasks necessary for
production of a product or service, prior to assigning tasks to a
particular job category or person.
Work-flow analysis is useful in providing a means for managers
to understand all tasks required to produce a high-quality product
and the skills necessary to perform those tasks.
Managers can redesign jobs so the work unit is able to achieve its
goals while individuals benefit from motivation, satisfaction, safety,
health and achievement.

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