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Human Resources Management Ch 4

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Ryerson University
Human Resources
MHR 523
Margaret Yap

Chapter 4 ± Designing & Analyzing Jobs Organizational structure ± formal relationships among jobs in organization Organization chart ± µ83,58K49¶411L72/05L.9L3J47J,3L],9L43¶8897:.9:70L3.K,791472,95,79L.:O,754L39 in time; does not show: actual communication patterns, degree of supervision, amount of power & authority, specific duties & responsibilities - Bureaucratic - Flat - Matrix Job design ± process of systematically organizing work into tasks required for performing specific job - Core job characteristics: skill variety, task identity, task significance, autonomy, feedback - Critical Psychological States: experienced meaningfulness of work, experienced responsibility for work outcomes, knowledge of results from work activities - Personal & Work outcomes: high internal work motivation, high-quality work performance, high satisfaction with work, low turnover & absenteeism N Strength of relationships is determined by intensity of employee growth needs Job ± group of related activities & duties held by single employee or number of incumbents (categories) Position ± collection of tasks & responsibilities performed by one person (# of job holders) :47N¶88L25OL1L.,9L43 ± approach to job design that involves assigning most admin aspects of work (planning & organizing) to supervisors & managers, while giving lower-level employees narrowly defined tasks to perform according to methods established & specified by management Industrial engineering ± analyzing work methods, making work cycles more efficient by modifying, combining, rearranging, eliminating tasks; establishing time standards Behavioural Aspects of Job Design Job enlargement (horizontal loading) ± to relieve monotony & boredom that involves assigning workers additional tasks at same level of responsibility to increase number of tasks they have to perform Job rotation ± involves systematically moving employees from one job to another; consider feasibility, employee well-being Job enrichment (vertical loading) ± ,3\0114799K,92,N08025O4\00¶8M4-247070Z,7/L3J8,9L81\L3J-\ adding more meaningful tasks & duties; increase difficulty, responsibility, authority, feedback Team-based job designs ± focus on giving team, rather than individual, whole & meaningful piece of work to do & empowering team members to decide among themselves how to accomplish work Team ± small group of people, with complementary skills, who work towards common goals for which they hold joint responsibility & accountability Ergonomics ± seeks to integrate & accommodate physical needs of workers into design of jobs; aims to adapt entire job system ± work, environment, machines, equipment & processes ± to match human characteristics; how they want to work Job analysis ± procedure determining tasks, duties & responsibilities of each job & human attributes .$¶8706:L70/945071472L9; HR planning, recruitment & selection, compensation, performance appraisal, labour relations, training, development & career management, job design 1. Determine use to which information will be put, types of data collected & techniques used 2. Collect background info 3. Select representative positions & jobs to be analyzed 4. Collect data on job activities 5. Review info collected with incumbents & their supervisors 6. Develop job description & job specifications Qualitative Job Analysis Techniques ± interview (i
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