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Learning Objectives
LO4-1 Analyze an organization’s structure and work-flow
process, identifying the output, activities, and inputs
in the production of a product or service.
LO4-2 Understand the importance of job analysis in
strategic human resource management.
LO4-3 Choose the right job analysis technique for a variety
of human resource activities.
LO4-4 Identify the tasks performed and the skills required in
a given job.
LO4-5 Understand the different approaches to job design.
LO4-6 Comprehend the trade-offs among the various
approaches to designing jobs.
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Introduction
No “one best way” to design jobs and structure
organizations.
Organizations need to create a fit between
environment, competitive strategy, philosophy and jobs
and organizational design.
Failing to design effective organizations and jobs has
important implications for competitiveness.
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Work-Flow Analysis and Organization Structure 1 of 6
Work-Flow Design
• Important in understanding how to bundle tasks
into discrete jobs
Organization Structure
Need to understand how jobs at different levels relate
LO 4-1
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Work-Flow Analysis and Organization Structure 2 of 6
Work-Flow Analysis
• Provides a means for managers to understand all
tasks required to produce a high-quality product and
the skills necessary to perform those tasks
• Analyzing work outputs
• Can be a product or service
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Figure 4.1 Developing a Work–Unit Activity Analysis
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Work-Flow Analysis and Organization Structure 4 of 6
Organization Structure
• Dimensions of structure
• Centralization
• Departmentalization
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Work-Flow Analysis and Organization Structure 5 of 6
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Figure 4.2 The Functional Structure
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Figure 4.4 Divisional Structure:
Geographic Structure
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Figure 4.5 Divisional Structure:
Client Structure
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Work-Flow Analysis and Organization Structure 6 of 6
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Job Analysis 1 of 6
The Importance of Job Analysis
• Work redesign
• Human resource planning
• Selection
• Training and development
• Performance appraisal
• Career planning
• Job evaluation
LO 4-2
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Job Analysis 2 of 6
The Importance of Job Analysis to Line Managers
• Must have detailed information about all the
jobs in their work group to understand the work-
flow process
• Need to understand the job requirements to
make intelligent hiring decisions
• Are responsible for ensuring that each individual
is performing satisfactorily
• Must ensure that the work is being done safely
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Job Analysis 3 of 6
Job Analysis Information
Nature of information
• Job descriptions
• Tasks, duties and responsibilities (TDRs)
• Job specifications
• Knowledge, skill, ability, and other characteristics
(KSAOs)
• Not directly observable
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Job Analysis 4 of 6
Job Analysis Information continued
Sources of Job Analysis Information
• Subject-matter experts
• Job incumbent
• Supervisors
• Social networks
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Job Analysis 5 of 6
Job Analysis Methods
Job analysis is the process of getting detailed
information about a job.
Two recognized methods
• Position Analysis Questionnaire (PAQ)
• The Occupational Information Network (O*NET)
LO 4-3
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Job Analysis 6 of 6
Dynamic Elements of Job Analysis
Jobs change and evolve over time
• The job analysis process must also detect changes in the
nature of jobs
Dejobbing
• Viewing organizations as a field of work needing to be
done rather than a set of discrete jobs held by specific
individuals
LO 4-4
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Job Design 1 of 5
Mechanistic Approach
• Identify the simplest way to structure work that
maximizes efficiency
• Scientific management
• Workers are trained in the “one best way” to do a
job, then selected on their ability to do the job
• Monetary incentives
LO 4-5
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Job Design 2 of 5
Motivational Approach
Focuses on psychological and motivational potential
of a job
Attitudinal variables are important
Job Characteristics Model
• skill variety
• task identity
• autonomy
• feedback
• task significance
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Job Design 3 of 5
Biological Approach
• Also called ergonomics
• Examines the interface between individuals’
physiological characteristics and the physical work
environment
• Applied to redesigning equipment for jobs that are
physically demanding
• Provides a climate that values safety and health
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Job Design 4 of 5
Perceptual-Motor Approach
• Design jobs that don’t exceed people’s mental
capabilities and limitations
• Based on the least capable worker
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Job Design 5 of 5
Technology
• Absence presence results when interacting with
multiple media
• Technology can increase opportunities for errors
• SBAR method
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Appendix of Image Long
Descriptions
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Appendix 1 Figure 4.1 Developing a Work-
Unit Activity Analysis
Raw inputs – What materials, data, and information are
needed?
Equipment – What special equipment, facilities, and
systems are needed?
Human Resources – What knowledge, skills, and abilities
are needed by those performing the tasks?
Activity – What tasks are required in the production of the
output?
Output – What product, information, or service is provided?
How is the output measured?
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