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Job DesignJob Designand and
Work MeasurementWork Measurement
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Southwest AirlinesSouthwest AirlinesHuman Resources Strategy:
Culture of caring for people in the totality of their lives, not just at work.
Spends more to recruit and train than any other airlineEmpowered employeesWages higher than industry averageStock options for some employees
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Southwest AirlinesSouthwest AirlinesEmployees treated like customersEverybody understands what everybody
else’s problems areNo gimmicks!
Profitable for 26 years while United, Northwest,and USAir lost billions.
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Objective of Human Resource Objective of Human Resource StrategyStrategy
To manage labor and design jobs so people are effectively and efficiently utilized
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People and Work System GoalsPeople and Work System Goals
Use people efficiently within constraints
Provide reasonable quality of work life
© 1995 Corel Corp.
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Constraints on Human Resource Constraints on Human Resource StrategyStrategy
Product strategy- Skills needed- Talents needed- Materials used- Safety
Location strategy- Climate- Temperature- Noise- Light- Air quality
Schedule- Time of day- Time of year(seasonal)- Stability of schedules
Individual differences- Strength and fatigue- Information processing and response
Layout strategy- Fixed position- Process- Assembly line- Work cell- Product
Process strategy- Technology- Machinery and equipment used- Safety
Human Resource Strategy
What
Where How
Who
Procedure
When
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What is What is Job DesignJob Design??Job Design involves:specifying the content of jobs (what will be
done?)specifying the methods of doing the jobs
(how will be done?)designing the work environment (where will
be done?)
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What is the Objective of Job DesignWhat is the Objective of Job Design??
The objective of job design is to develop jobs
that meet the requirements of the organization
and its technology and that satisfy the
jobholder’s personal and individual
requirements
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Job Design DecisionsJob Design Decisions
HowWhyWhenWhereWhatWho
Mental andphysicalcharacteristicsof the work force
Tasks to beperformed
Geographiclocale of theorganization;location of work areas
Time of day;time of occurrence inthe work flow
Organizational rationale for the job, objectives and motivation of the worker
Method
UltimateJob
Structure
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Trends in Job DesignTrends in Job Design Quality control as part of the worker's job
Cross-training workers to perform multi-skilled jobs.
Employee involvement and team approaches to designing and organizing work
"Informating" ordinary workers
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Trends in Job Design (Continued)Trends in Job Design (Continued)
Extensive use of temporary workers
Automation of heavy manual work
Organizational commitment to providing meaningful and rewarding jobs for all employees
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Specification of the Job ContentSpecification of the Job Content
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Old StoryOld Story
© 1995 Corel Corp.
Church of the Church of the Holy Family Holy Family (Barcelona)(Barcelona)
Two stonecutters were asked what they were doing. The first said, ‘I’m cutting this stone into blocks.’ The second one replied, ‘I’m on a team that’s building a cathedral.’
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Job SpecializationJob Specialization
Involves Breaking jobs into small component parts Assigning specialists to do each part
First noted by Adam Smith (1776) Observed how workers in pin factory divided
tasks into smaller components
Found in manufacturing & service industries
© 1995 Corel Corp.
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Greater dexterity & faster learning Less lost time changing jobs or tools Use of more specialized tools Pay only for needed skills
Job Specialization Often Reduces Job Specialization Often Reduces CostCost
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Specialization in Business: AdvantagesSpecialization in Business: Advantages
For Management:
1. Simplifies training
2. High productivity
3. Low wage costs
For Labor:
1. Low education andskill requirements
2. Minimumresponsibilities
3. Little mental effortneeded
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DisadvantagesDisadvantages
For Management:
1. Difficult to motivatequality
2. Worker dissatisfaction,possibly resulting inabsenteeism, highturnover, disruptivetactics, poor attentionto quality
For Labor:1. Monotonous work
2. Limited opportunitiesfor advancement
3. Little control over work
4. Little opportunity forself-fulfillment
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Job ExpansionJob Expansion
Process of adding more variety to jobs Intended to reduce boredom associated with labor
specialization Methods
Job enlargement Job enrichment Job rotation Employee empowerment
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Job EnlargementJob Enlargement: Giving a worker a larger portion of the total task by horizontal loading
Job EnrichmentJob Enrichment: Increasing responsibility for planning, coordination and control by vertical loading
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Job Enlargement/Job EnrichmentJob Enlargement/Job Enrichment
Present Job
ControlControl
PlanningPlanningEnriched Job
Task #3Task #3Task #2Task #2Enlarged Job
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Job Enlargement/Job EnrichmentJob Enlargement/Job Enrichment
Present job
Manually insert and solder six resistors
Task #3
Lock printed circuit into fixture for next operation
Task #2
Adhere labels to printed circuit board
Control
Test circuits after assembly
Planning
Participate in a cross-function quality-
improvement team
Enriched job
Enlarged job
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Higher capital cost Many individuals prefer simple jobs Higher wages are required since the worker must
utilize a higher level of skill A smaller labor pool exists of persons able and willing
to perform enriched or enlarged jobs Increased accident rates may occur Current technology in some industries does not lend
itself to job enlargement and enrichment
Limitations toLimitations to Job Enlargement/Job Enrichment Job Enlargement/Job Enrichment
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Job RotationJob Rotation
Geriatrics© 1995 Corel Corp.
Pediatrics
© 1995 Corel Corp.
Maternity
© 1995 Corel Corp.
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Employee EmpowermentEmployee Empowerment
Employee Empowerment
ControlControl
Decision-MakingDecision-Making
PlanningPlanning
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Self-Directed TeamsSelf-Directed TeamsGroup of empowered individuals working together
for a common goal. They are empowered to make certain changes in their work process
May be organized for short-term or long-term objectives
Reasons for effectiveness Provide employee empowerment Provide core job characteristics Meet psychological needs (e.g., belonging)
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Benefits of TeamsBenefits of Teams
Higher qualityHigher productivityGreater worker satisfaction
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Job Design ContinuumJob Design Continuum
Increasing reliance on employees’ contribution and increasing acceptance of responsibility by employee
Specialization
Enlargement
Enrichment
Empowerment
Self-directed Teams
Job Expansion
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Core Job CharacteristicsCore Job Characteristics
Skill variety Job identify Job significance Autonomy Feedback
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Sociotechnical SystemsSociotechnical Systems
Consistent with the job enrichment philosophy but focusing more on the interaction between technology and the work group is the sociotechnical systems approach
Attempts to develop jobs that adjust the needs of the production process technology to the needs of the worker and work group.
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Sociotechnical SystemsSociotechnical Systems
Task VarietySkill VarietyFeedback
Task IdentityTask
Autonomy
Process Technology
Needs
Worker/Group Needs
Focuses on the interaction between technology and the work group by looking at….
Focuses on the interaction between technology and the work group by looking at….
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Specification of the Work MethodsSpecification of the Work Methods
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Methods AnalysisMethods Analysis
Focuses on how task is performedIs done for both existing jobs and new jobsUsed to analyze
Movement of body, people, or materialActivities of people & machines
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Methods AnalysisMethods Analysis
Changes in tools and equipment
Changes in product designor new products
Changes in materials or procedures
Other factors (e.g. accidents, quality problems)
The need for methods analysis can come from a number of different sources:
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Methods Analysis ProcedureMethods Analysis Procedure
Identify the operation to be studiedIf any, study and document current methodAnalyze the jobPropose new methodsInstall new methodsFollow-up to ensure improvements have been
achieved
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Tools of Methods AnalysisTools of Methods Analysis
Process charts Flow diagrams Activity (worker-machine) charts Operations charts (right-hand, left-hand
charts)
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Process ChartProcess Chart
= operation; = operation; = transport; = transport; = inspect; D = delay; = inspect; D = delay; = storage = storage
SUBJECT: Request tool purchase
Dist (ft) Time (min) Symbol Description
Write order
On desk
75 To buyer
Examine
DD
DD
DD
DD
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FLOW PROCESS CHARTJob Requisition of petty cash
Details of Method
ANALYST D. Kolb
PAGE1 of 2
Op
erat
ion
M
ove
men
t
Insp
ecti
on
Del
ay
Sto
rag
e
Requisition made by department headPut in “pick-up” basketTo accounting departmentAccount and signature verifiedAmount approved by treasurerAmount counted by cashierAmount recorded by bookkeeperPetty cash sealed in envelopePetty cash carried to departmentPetty cash checked against requisitionReceipt signedPetty cash stored in safety box
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Flow DiagramFlow Diagram
Buyer
You
75 ft.75 ft.
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Flow Diagram and Process Chart of Axle-Flow Diagram and Process Chart of Axle-Stand Production LineStand Production Line
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Activity Chart for Two-PersonActivity Chart for Two-Person Oil-Change Crew Oil-Change Crew
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Operations Chart Operations Chart (Left Hand/Right Hand)(Left Hand/Right Hand)
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Activity ChartActivity ChartSubject: Semi-Auto Machine
Operator MachineTime
1
2
3
4
5
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Load machine Being loaded
Idle Run
Unload Being Unloaded
Present
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Motion StudyMotion StudyMotion study is the systematic
study of the human motions used
to perform an operation.
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Developing Work MethodsDeveloping Work Methods
By eliminating unnecessary motionsBy combining activitiesBy the rearrangement of the work placeBy the redesign of tools and equipment
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The Visual WorkplaceThe Visual Workplace Uses low-cost visual devices to share information
quickly and accurately. Displays and graphs replace paper Provides real-time information System should focus on improvement, not merely
monitoring Can provide both production and financial data
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The Visual WorkplaceThe Visual Workplace
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Designing the Work EnvironmentDesigning the Work Environment
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Working ConditionsWorking ConditionsT e m p e r a t u r e &H u m i d i t y
V e n t i l a t i o n
I l l u m i n a t i o n C o l o r
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Working Conditions (cont’d)Working Conditions (cont’d)Noise & Vibration
Causes of AccidentsSafety
Work Breaks
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Ergonomics is a term used to describe the study of the physical arrangement of the work space together with tools used to perform a task. Fit the work to the body rather than forcing the body to conform to the work.
Do Not Forget: Worker performance depends on Working Conditions
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ErgonomicsErgonomics
Study of work Also called ‘human factors’ Involves human-machine interface Examples
Mouse Keyboard
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Work Measurement: Work Measurement:
Setting Time StandardsSetting Time Standards
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What is Work Measurement?What is Work Measurement?
Work Measurement is a process of analyzing jobs for the purpose of setting time standards
Provides labor standards Target amount of time required to
perform a job under normal working conditions
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Standard timeStandard time
Standard time: The amount of time it should take a qualified worker to complete a specific task, working at a sustainable rate, using given methods, tools and equipment, raw materials, and workplace arrangement.
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Uses of Labor StandardsUses of Labor Standards
Costing labor content of products Planning staffing needs Estimating cost & time for bids Scheduling production Measuring and evaluating performance Providing benchmarks Basing wage incentive plans
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Sources of Labor StandardsSources of Labor Standards
Historical experience (Stopwatch)Time studies Predetermined time standards Work sampling
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Labor Standards - Historical Labor Standards - Historical ExperienceExperience
Labor standards are based on how many labor-hours were needed in past
Least preferred methodAdvantages
Easy and inexpensive to obtain standard
Disadvantages Unknown accuracy due to unusual occurrences,
unknown pace etc.
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Time Study (steps of)Time Study (steps of)
Define the task to be studied (after work methods analysis is conducted)
Divide the task into precise elementsDecide how many times to measure the task
(the number of cycles or samples needed)Time and record elemental times and
ratings of performance
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Time Study (steps of)- Contd.Time Study (steps of)- Contd.
Compute the average observed cycle timeDetermine performance ratingCompute the normal time for each elementAdd the normal times for each element to
develop a total normal time for the taskCompute the standard time
Time Study Normal Time FormulasTime Study Normal Time Formulas
Normal time(NT)=Observed performance time per unit x (Performance rating)*
*The Performance Rating is usually expressed in decimal form in these formulas. So a person working 10% faster than normal would have a Performance Rating of 1.10 or 110% of normal time. Working 10% slower, 0.90 or 90% of normal.
NT= Time worked _ x (Performance rating)* Number of units produced
Normal time(NT)=Observed performance time per unit x (Performance rating)*
*The Performance Rating is usually expressed in decimal form in these formulas. So a person working 10% faster than normal would have a Performance Rating of 1.10 or 110% of normal time. Working 10% slower, 0.90 or 90% of normal.
NT= Time worked _ x (Performance rating)* Number of units produced
Time Study Standard Time FormulasTime Study Standard Time Formulas
Standard time = Normal time + (Allowances x Normal times)
Standard time = NT(1 + Allowances)
Standard time = NT . 1 - Allowances
Standard time = Normal time + (Allowances x Normal times)
Standard time = NT(1 + Allowances)
Standard time = NT . 1 - Allowances
Time Study Example ProblemTime Study Example Problem You want to determine the standard time for a job. The
employee selected for the time study has produced 20 units of product in an 8 hour day. Your observations made the employee nervous and you estimate that the employee worked about 10 percent faster than what is a normal pace for the job. Allowances for the job represent 25 percent of the normal time.
Question: What are the normal and standard times for this job?
You want to determine the standard time for a job. The employee selected for the time study has produced 20 units of product in an 8 hour day. Your observations made the employee nervous and you estimate that the employee worked about 10 percent faster than what is a normal pace for the job. Allowances for the job represent 25 percent of the normal time.
Question: What are the normal and standard times for this job?
Time Study Example SolutionTime Study Example SolutionNormal time = Time worked x (Performance rating)
Number of units produced
= (480 minutes/20) x (1.10)
= 26.4 minutes
Standard time = NT . 1 – Allowances
= (26.4)/(1-0.25)
= 35.2 minutes
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CompensationCompensation
Time-based systemCompensation based on time an employee has
worked during a pay periodOutput-based (incentive) system
Compensation based on the amount of output an employee produces during a pay period
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Form of Incentive PlanForm of Incentive Plan
Accurate
Easy to apply
Consistent
Easy to understand
Fair
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CompensationCompensation
Individual Incentive Plans
Group Incentive Plans
Knowledge-Based Pay System
Management Compensation