BUS 381 Chapter 4: Designing and Analyzing Jobs

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21 Oct 2011

School

Simon Fraser University

Department

Business Administration

Course

BUS 381

Professor

Rick Iverson

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Document Summary

Organizing work: organizational structure formal relationships among jobs in an organization, three basic types: bureaucratic, flat, boundaryless. Job design process of systematically organizing work into tasks required to perform a specific job; must also meet human psychological/physiological needs. Job enlargement (horizontal loading) way to relieve monotony and boredom; assign workers additional tasks at the same level of responsibility. Job rotation systematically moving employees from one job to another. Job analysis procedure for determining tasks/duties/responsibilities of each job, and the human attributes (knowledge, skills, and abilities) required to perform it: sometimes called the cornerstone of hrm. Job description list of duties/responsibilities/relationships/working conditions of a job. Interview most widely used: 3 types: individual, group, supervisor, questionnaires, observation, participant diary/log. Quantitative job analysis methods: position analysis questionnaire (paq) collects quantifiable data concerning duties/responsibilities of various jobs. Job specification details human traits/experience required to perform the job. Organizational structure refers to the formal relationships among jobs in an organization.

Related Questions

To implement a policy of empowerment, the organization will restructure so that:

A. managers have more responsibility and employees learn to follow directions.

B. employees assume more responsibility.

C. workers agree to work overtime without extra pay.

D. an entire level of management is removed from the organization.

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Identify which human resources management activity is being illustrated in the following examples:

HR management activities:

staffing	compensation & benefits	training & development
compliance	employee relations

1) Identify which human resources management activity is being illustrated in the following examples:

6) _____ training and dev _____ A manager conducts job orientation for several new employees.

7) _____ An HR manager makes sure the company is following equal employment opportunity (EEO) laws.

8) _____ An HR manager negotiates with an insurance carrier to get a good deal for the company.

9) _____ An HR manager listens to and records an employee grievance.

10) _____ A supervisor negotiates a job offer with a candidate.

11) _____ A department manager develops an instruction manual for one of the company's job positions.

12) _____ An HR manager perfors background and reference checks on a potential candidate.

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Case Study - 5

Breaking The Bargaining Pattern

Gilson steel is a local fabricating and supply firm. Situated in open country, far from the large steel making centers. The firm has been in business many years. About the third of employees have worked in the organization for more than ten years. Top management would like to get away from the current practice in which negotiations on wage matters and fringes follow the pattern. The firm’s president feels that industry – wide bargaining tends to divorce employees from the firm. He thinks they feel that their employer is a combination of U.S steel and bethlem steel instead of Gilson. He argues that the local firm which has prospered can do better by employees than is possible in national pattern. He says that the local conditions should be considered. His basic objection to current practice, however, is his conviction that it tends to divorce its employees from local employer. The labor relations manager has been urged to try negotiating terms at variance with the national pattern.

Answer the following questions: ·

What theory and policy do you read into the president’s suggestion? ·
How will his ideas fit into the existing pattern of public union policy? ·
Can you suggest a promising innovative approach?

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BUS 381 Chapter 4: Designing and Analyzing Jobs

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