Chapter

Chapter 6:
6:
Design
Design and
and
Redesign
Redesign of
of
Work
Work Systems
Systems
© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit
Exhibit 6.1:
6.1: AA Model
Model for
for the
the Designs
Designs of
of
Work
Work Systems
Systems

© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Design
Design of
of Work
Work Systems
Systems (1)(1)
•• Job
Job Specialization
Specialization
•• Creates
Createsjobs
jobswith
withvery
verynarrow
narrowtask
task(activity)
(activity)assignments
assignments
•• Resulted
Resultedin
inhigh
highefficiency,
efficiency,quickly
quicklyachieved
achievedjobjob
competency,
competency,low
lowtraining
trainingcosts,
costs,but
butcreated
createdmonotonous
monotonous
jobs
jobs
•• Job
Job Enlargement
Enlargement
•• An
Anincrease
increasein
intask
taskvariety
varietyto
torelieve
relieveboredom
boredom
•• Job
Job Rotation
Rotation
•• Employees
Employeesmoved
movedacross
acrossdifferent
differentspecialized
specializedpositions
positions
•• Enlargement
Enlargementand
androtation
rotationadd
addvariety
varietybut
butnot
notnecessarily
necessarily
(bigger)
(bigger)responsibility
responsibility
© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Design
Design of
of Work
Work Systems
Systems (2)(2)

•• Job
Job Enrichment
Enrichment
•• Increasing
Increasing amount
amount of of responsibility
responsibility for
for quality
quality
and
and productivity
productivity that
that employees
employees have
have forfor their
their
own
own work
work

© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 What
What Workers
Workers Need
Need
•• Changing
Changingdemographics
demographicsand
and •• Employee
Employeeneeds
needs
life
lifestyles
styles representation
representation(“voice”)
(“voice”)
•• Worker
Workerneeds
needsvaryvarybybyage,
age, •• Workers
Workerswant
wanttotobe
beinvolved
involved
gender,
gender,race,
race,religion,
religion, ininwork-related
work-relatedissues
issuesand
and
physical
physicalabilities,
abilities,sexual
sexual expect
expectorganization
organizationtotolisten
listen
orientation,
orientation,and
andmarital
maritaland
and totoconcerns
concerns
family status
family status •• Employee
Employeeconcerns
concernsabout
about
•• Employee
Employeeneeds
needsfor
forwork/life
work/life safety
safetyininworkplace
workplace
balance
balance •• Workers
Workerswant
wantsafe,
safe,hazard-
hazard-
•• Workers
Workersless
lesscommitted
committedto
to free
freeworking
workingenvironment
environment
organizations
organizationstoday
today
•• Also
Alsosuffer
sufferfrom
fromburnout
burnoutand
and
lower
lowerperformance
performance

© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Redesign
Redesign of
of Work
Work Systems
Systems
•• Current
Current and
andfuture
futurework
work systems
systemsmore
morebroadly
broadlydefined
defined
and
andmore
moreclosely
closelyrelated
relatedtotostrategic
strategicchoices
choices
•• Workers
Workersbecoming
becomingmore moreinvolved
involvedinindesign
designand
and
reengineering
reengineeringofof jobs
jobs
•• Cross-function
Cross-functionteams
teamsstrategically
strategicallybeneficial
beneficial
•• Also
Alsocreate
createchallenges
challengesin
ineffectively
effectivelymanaging
managing
themselves
themselves
•• Employees
Employeesraised
raisedininindividualistic
individualisticcultures
culturesneed
needtraining
training
to
tobe
beeffective
effectiveteam
team members
members
•• Employees
Employeestypically
typicallygo
gothrough
throughaalife
lifecycle
cyclewhich
which
addresses
addressescritical
criticalpsychological
psychologicaland
andmotivational
motivationalstates
states
which
whichmay
mayaffect
affect performance
performanceand andproductivity
productivity
© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit
Exhibit 6.3:
6.3: The
The Employee
Employee Life
Life Cycle
Cycle

© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Outsourcing
Outsourcing (1)(1)
•• Involves
Involves contracting
contracting out
out some
some ofof organization’s
organization’s
noncore
noncore work
work activities
activities to
to outside
outside specialists
specialists
•• Can
Candodowork
workmore
moreeffectively
effectively
•• Often
Oftenfor
for less
lessthan
thancost
cost of
of doing
doingwork
workin-house
in-house
•• Areas
Areas frequently
frequently outsourced:
outsourced:
•• Payroll
Payroll
•• Benefits
Benefits
•• Technological
Technologicalsupport
support
•• More
More than
than 75%
75% of
of organizations
organizations outsource
outsource at
at
least
least one
one HR
HR function
function

© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Outsourcing
Outsourcing (2)(2)
•• Can
Can free
free up
up HR
HR staff
staff to
to focus
focus on
on more
more strategic
strategic
issues
issues
•• Considerations:
Considerations:
•• Cost
Cost savings
savings
•• Whether
Whethercontractor
contractorcan
candeliver
deliver
•• Compliance
Compliancewith
withlaws
laws
•• Impacts
Impacts ononemployees
employeeswhosewhosejobs
jobsmight
might be
belost
lost
•• Impacts
Impactsononmorale
moraleofof remaining
remainingemployees
employees

© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Offshoring
Offshoring (1)(1)
•• Involves
Involves exporting
exporting tasks
tasks and
and jobs
jobs to
to countries
countries
where
where labor
labor costs
costs significantly
significantly less
less than
than in
in U.S.
U.S.
•• India
India remains
remains largest
largest market
market
•• Wages
Wages approximately
approximately 10%
10% of
of those
those paid
paid in
in U.S.
U.S.
•• Often
Oftenconsidered
consideredgood
goodby
bylocal
localstandards
standards
•• Challenge
Challenge of of managing
managing virtual
virtual global
global teams
teams
•• Need
Need for
for tight
tight organizational
organizational and
and operational
operational
control
control to
to ensure
ensure coordination
coordination and
and
communication
communication
© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Offshoring
Offshoring (2)(2)

•• Advantages
Advantages •• Disadvantages
Disadvantages
•• Cost
Cost savings
savings •• Loss
Loss of
of domestic
domestic
•• Extend
Extend work
work day
day jobs
jobs
to
to 24
24 hours
hours •• Transfer
Transfer of
of
technical
technical
knowledge
knowledge
•• Public
Public
image/loyalty
image/loyalty
concerns
concerns

© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Mergers
Mergers and
and Acquisitions
Acquisitions

•• Mergers
Mergers pursued
pursued for
for aa variety
variety of
of reasons:
reasons:
•• Economies
Economies ofof scale
scale in
in operations
operations
•• Consolidation
Consolidation in
in saturated
saturated markets
markets
•• Improving
Improving competitive
competitive position
position through
through larger
larger
asset
asset base
base
•• Two
Two thirds
thirds of
of mergers
mergers fail
fail
•• Largely
Largely because
because of
of inability
inability to
to merge
merge cultural
cultural
and
and other
other human
human factors
factors

© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Exhibit
Exhibit 6.6:
6.6: HR’s
HR’s Role
Role in
in
Mergers/Acquisitions
Mergers/Acquisitions

© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit
Exhibit 6.7:
6.7: Issues
Issues for
for Integrating
Integrating New
New
Technologies
Technologies

© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit
Exhibit 6.8:
6.8: Impact
Impact of
of Technology
Technology on
on
Organizations
Organizations

© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Technology
Technology Issues
Issues and
and Challenges
Challenges for
for
HR
HR
•• Telework
Telework (zoom)
(zoom)
•• Employee
Employee surveillance
surveillance and
and
monitoring
monitoring
•• e-HR
e-HR
•• Social
Social Networking
Networking

© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Telework(Zoom)
Telework(Zoom)
•• Dramatic
Dramatic growth
growth in
in •• Issues
Issuesaffecting
affectingsuccess
success
number of
of telework
teleworkprograms
number of ofAmericans
Americans •• Clear
programs
working Clearperformance
performance
working from
from home
home measurement
measurementsystem
systemisis
or
or remotely
remotely (exceeds
(exceeds key
key
44
44 million)
million) •• Deciding
Decidingwhich
which
employees
employeeswillwillbe
be
offered
offeredparticipation
participation
•• Equipment
Equipmentexpense
expense
•• Some
Somemanagers
managers
uncomfortable
uncomfortablehaving
having
direct
directreports
reportsaway
away
from
fromoffice
office

© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Employee
Employee Surveillance
Surveillance and
and Monitoring
Monitoring
•• More
More than
than 80%
80% of
of large
large employers
employers utilize
utilize
monitoring
monitoring technology
technology
•• Internet
Internet usage
usage
•• E-mails
E-mails
•• Computer
Computer files
files
•• Voice-mail
Voice-mail
•• Telephone
Telephoneusage
usage
•• Under
Under Electronic
Electronic Communications
Communications Privacy
PrivacyAct
Act
(ECPA)
(ECPA) employees
employees have
have only
only limited
limited privacy
privacy
rights
rights

© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 E-HR
E-HR

•• Opportunity
Opportunity to
to deliver
deliver transactional
transactional types
types
of
of services
services online
online
•• Payroll
Payroll
•• Employee
Employee benefits
benefits
•• Scheduling
Scheduling
•• Recruiting
Recruiting
•• Training
Training
•• Career
Career development
development

© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Social
Social Networking
Networking

•• Employers
Employers cancan reap
reap benefits
benefits of
of social
social
networking
networking toto promote
promote communication,
communication,
particularly
particularly among
among remote
remote workers
workers
•• Can
Can be
be done
done through
through public
public social
social
networking
networking sites
sites such
such as
as facebook
facebook oror on
on
an
an organization’s
organization’s in-house
in-house intranet
intranet

© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Barriers
Barriers to
to Change
Change
•• Disrupting
Disrupting status
status quo
quo may
may bebe met
met with
with
resistance
resistance by
by both
both employees
employees and and managers
managers
•• Costs
Costs and
and reallocation
reallocation of of resources
resources
•• Employees
Employees will
will resist
resist change
change unless
unless they
they
•• Perceive
Perceiveneed
needtotochange
change
•• See
Seebenefits
benefitsfrom
from change
change
•• Risk
Risk and
and uncertainty;
uncertainty; no
no guarantee
guarantee of
of
improvements
improvements
•• Poor
Poor coordination
coordination and
and communication
communication can
can
undermine
undermine change
change initiatives
initiatives
© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Overcoming
Overcoming Resistance
Resistance to
to Change
Change
•• Promote
Promote andand implement
implement change
change so so itit provides
provides
benefits
benefits to
to those
those impacted
impacted
•• Involve
Involve employees
employees in in change
change process
process to to
increase
increase their
their commitment
commitment to to change
change
•• Consult
Consult with
with most
most influential
influential employees.
employees.
•• Open,
Open, two-way
two-way communication
communication
•• Early
Earlybefore
beforechange
changedecisions
decisionsare
aremade
made
•• Dispel
Dispelrumors
rumors
•• Increase
Increasetrust
trust and
andacceptance
acceptanceof
of change
changeby bykeeping
keeping
employees
employeesinformed
informedand
andasking
askingfor
forinput
input
© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.