Chap003人力资源全英教学.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 面试法 Questionnaires 问卷法 Observation 观察法 Participant Diary/Logs 现场工作日记/日志法 Quantitative Job Analysis Techniques 量化职位分析技术,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,职位说明书,1. 职位标识 2. 职位概述 3. 工作职责和任务 4. 任职者的工作权限 5. 工作绩效标准 6. 工作条件 7. 任职资格说明,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 职务规范,What human traits and experience are required to do this job well? Trained vs. Untrained Judgment Statistical Analysis,职务规范,职务规范是根据职务内容拟定的最低要求的任职资格，列明适合从事该项工作的人员必须具备的基本条件、个人特质、必须接受的训练等。职务规范的内容通常包括： 所需知识 技能和能力 体能条件 个性特点 教育程度 工作经验 专业资格,职务说明和职务规范的编写准则,（1）运用动词描述职责。每项职责的陈述必须以动词开头，例如，“签发成品放行条”。 （2）避免使用模棱两可的词语。 （3）注意动词搭配。避免使用“负责+动词”的表述方法。 （4）使用简短的语句。 （5）指明职责范围。 （6）绩效标准要量化。 （7）区分直接责任和管理责任。,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 机械法 Specialization Skill variety Work methods autonomy The motivational approach 激励法 Decision-making autonomy Task significance Interdependence The biological approach 生物学法 Physical demands Ergonomics Work conditions The perceptual-motor approach 知觉动作法 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 （职务扩大化） job enrichment （职务丰富化） the construction of jobs around sociotechnical systems (社会技术系统）.,4-28,Biological Approach,Comes primarily from the sciences of biomechanics, or the study of body movements Ergonomics（人类工程学 ）- 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