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MHR 523 (319)
Chapter 4

Human Resources Management Chapter 4

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Ryerson University
Human Resources
MHR 523
Kristyn Scott

Chapter 4 notes ORGANIZING WORK FOR STRATEGIC SUCCESS -organizational structure: the formal relationships among jobs in an organization Æ3 types Bureaucratic Flat Matrix -top-down management -decentralized management -each job has two components: approach approach functional and product -many levels, and hierarchical -few levels and multi-directional -finance personnel for product B communication channels and communication are responsible to both the career paths -broadly defined jobs, with finance executive and the -highly specialized jobs with general job descriptions product B executive narrowly defined job -emphasis on teams and on descriptions product development -focus on independent performance -}Œ2L]Ìš]}L ZŒš9^ZL‰ZZ}š_}šZ]ŒK7‰] š]L2šZ}Œ2L]Ìš]}L[ZZšŒµ šµŒ]LšZ ZŒš}ŒKš a particular point in time JOB DESIGN -job design: the process of systematically organizing work into tasks that are required to perform a specific job -job: a group of related activities and duties, held by a single employee or a number of incumbents -position: the collection of tasks and responsibilities performed by one person JOB SPECIALIZATION (INDUSTRIAL ENGINEERING) -job specialization and productivity -work simplification: an approach to job design that involves assigning most of the administrative aspects of work (such as planning and organizing) to supervisors and managers, while giving lower-level employees narrowly defined tasks to perform according to methods established and specified by management; increase operating efficiency in stable environment but not in changing environment -industrial engineering: a field of study concerned with analyzing work methods; making work cycles more efficient by modifying, combining, rearranging, or eliminating tasks; and establishing time standards BEHAVIOURAL ASPECTS OF JOB DESIGN -job enlargement (horizontal loading): a technique to relieve monotony and boredom that involves assigning workers additional tasks at the same level of responsibility to increase the number of tasks they have to perform -job rotation: another technique to relieve monotony and employee boredom that involves www.notesolution.com systematically moving employees from one job to another -job enrichment (vertical loading): any effort that makes an employee[ZE}K}ŒŒÁŒ]L2}ŒZš]ZÇ]L2 by adding more meaningful tasks and duties (not always the best approach) -team-based job designs: job designs that focus on giving a team, rather than an individual, a whole and meaning piece of work to do and empowering team members to decide among themselves how to accomplish the work -team: a small group of people, with complementary skills, who work toward common goals for which they hold joint responsibility and accountability ERGONOMIC ASPECTS OF JOB DESIGN -ergonomics: an interdisciplinary approach that seeks to integrate and accommodate the physical needs of workers into the design of jobs. It aims to adapts the entire job system-the work, environment, machines, equipment, and processes-to match human characteristics INCREASING JOB FLEXIBILITY -led some organizations to focus on personal competencies and skills THE NATURE OF JOB ANALYSIS -job analysis: the procedure for determining tasks, duties, and responsibilities of each job, and the human attributes (in terms on knowledge, skills, and abilities) required to perform it USES OF JOB ANALYSIS INFORMATION -human resources planning -recruitment and selection -compensation -performance appraisal -labour relations -training, development, and career management -job design STEPS IN JOB ANALYSIS 1) Identify the use to which the information will be put
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