May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.4–8 Nature of Jobs and Work • Dividing Work into Jobs... May not be scanned, co
Trang 1PowerPoint Presentation by Charlie Cook
The University of West Alabama
SECTION 2 Jobs and Labor
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accessible Web site, in whole or in part.
Workers, Jobs, and Job Analysis
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4–2
Chapter Objectives
• Explain how the diversity of the workforce affects HR management functions.
• Identify components of work flow analysis that must be considered.
• Define job design and identify common approaches to varying job design.
• Describe different types of work teams and HR facets that must be considered.
• Discuss how telework and work flexibility are linked to work-life balancing efforts.
• Describe job analysis and the stages and methods used in the process.
• List the components of job descriptions.
After you have read this chapter, you should be able to:
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Workforce Composition
• Changes in the U.S Workforce
Increases in health care and health-related jobs
Declines in manufacturing jobs and workers
Increased need for workers with technical skills
Increasing diversity in the workforce
• Diversity
Differences in human characteristics and composition
in an organization
Race/ethnicity • National origin/immigration
Age/generational differences • Sexual orientation
Gender • Marital and family status
Disabilities • Religion
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4–4
Business Contribution of Diverse Workers
• “Business Case” for Diversity:
Allows new talent and ideas from employees of different backgrounds, which can enhance
organizational performance.
Helps recruiting and retention because class individuals often prefer to work in organizations with coworkers of various demographics.
protected- Allows for an increase of market share because customers can be attracted to purchase products and services with varied demographic marketing activities.
Can lead to lower costs because there may be fewer discrimination lawsuits.
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4–5
FIGURE 4–1 Various Approaches to Diversity and Their Results
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Generational Differences
• Age/generational Groups:
Matures (born before 1946)
Baby boomers (born 1946–1964)
Generation Xers (born 1965–1980)
Generation Yers (millenials) (born 1981–2000)
• Challenges:
Older workers delaying retirement
Shortage of experienced and skilled workers
Generational differences in expectations from jobs
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4–7
FIGURE 4–2 Positive Multigenerational Management Activities
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4–8
Nature of Jobs and Work
• Dividing Work into Jobs
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4–9
Influences Affecting Jobs, People, and Related HR Policies
HR Activities Focusing on Jobs
• Job analysis• Recruiting
• Training and development
• Performance management
• Health, safety, and security
• Employee relations • Compensation
Jobs Needed Nature of Work
Organizational Values Customer Needs
People Needed for Jobs Organizational
Strategy
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Evaluation
Activities
Tasks and jobs
Outputs
Goods and services
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Business Process Re-Engineering
• Business Process Re-engineering (BPR)
Measures for improving such activities as product development, customer service, and service delivery.
Rethink Redesign Retool
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4–12
Workers and Job Design
Full-time employees employees Part-time
Temporary workers
Independent contractors
Contingent workers
Types of Workers
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Job Design Impacts
Performance Job Satisfaction Mental Health Physical and
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4–14
FIGURE 4–3 Some Characteristics of People and Jobs
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4–15
Common Approaches to Job Design
Job Design Approaches
Job enlargement
Job enrichment
Job rotation
Job sharing
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FIGURE 4–4 Job Characteristics Model
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Using Worker Teams in Jobs
Types of Teams
Purpose Team
Special-Self-Directed Team
Virtual Team
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FIGURE 4–5 Encouraging Team Performance Success
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• More widespread employee learning
• Greater employee ownership of problems
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• Effects of Alternative Work Arrangements
More self-scheduling by employees
A shift to evaluating employees on results
Greater trust, less control and direct supervision
Legal issues related to state and federal laws
Career impacts of lack of direct contact (visibility)
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4–21
FIGURE 4–6 Telework Advantages for Employers
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4–22
Work Schedule Alternatives
Global Work Schedule Differences
Work Schedule Alternatives
Shift Work and Compressed Workweek
Job Sharing
Flexible Scheduling Work Schedules
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Work activities and behaviors
Interactions with others
Performance standards
Financial and budgeting impact
Machines and equipment used
Working conditions
Supervision given and received
Knowledge, skills, and abilities needed
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4–24
FIGURE 4–7
Job Analysis
in Perspective
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FIGURE 4–8 Typical Division of HR Responsibilities: Job Analysis
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• Reasons for using a competency approach:
To articulate valued behaviors within the organization
To raise competency levels throughout the organization
To emphasize people’s capabilities for enhancing the competitive advantage of the organization
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4–28
FIGURE 4–9
Stages in the Job Analysis Process
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Job Analysis Methods
Job Analysis Methods
Observation
Work Sampling Employee Diary/Log
Interviewing
Standardized Interviews Panel Interviews
Computerized Systems Questionnaires
PAQ, MPDQ
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4–30
FIGURE 4–10 Typical Areas Covered in a Job Analysis Questionnaire
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4–31
Job Analysis and O*Net
Organizational Goals
Work Required to Achieve Goals
Level and Orientation of Work
Training Content
Performance Standards
Functional Job Analysis
(People, Data, Things)
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4–32
Behavioral Aspects of Job Analysis
Behavioral Aspects of Job Analysis
Current Incumbent Emphasis
“Inflation” of Jobs
and Titles
Employee and Managerial Anxieties
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4–33
Legal Aspects of Job Analysis
• Job Analysis and the Americans with Disabilities Act (ADA)
Essential job functions—fundamental duties of the
job that are performed regularly, require significant amounts of time, cannot be easily assigned to another employee, and are necessary to accomplish the job.
• Percentage of time spent on tasks
• Frequency of tasks done
• Importance of tasks performed
Marginal job functions—duties that are part of the
job but are incidental or ancillary to the purpose and nature of the job.
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Job Analysis and Wage/Hour Regulations
• Fair Labor Standards Act (FLSA)
To qualify for an exemption from the overtime provisions of the act:
Employees must perform their primary duties as executive, administrative, professional, or outside sales employees
Primary has been interpreted to mean occurring at least 50% of the time.
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• Essential Functions and Duties
Lists major tasks, duties and responsibilities
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FIGURE 4–11
Sample Job Description