Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall

Managing Work Flow and

Job Design: Org., Team, &

Individual levels of analysis

2-1

Chapter 2

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall

Work: The Organizational Perspective

Designing the Organization:

Bureaucratic Organizations [Hierarchies]

Flat OrganizationsBoundaryless Organizations

2-2

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall

Bureaucratic Organizations

2-3

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-4

Flatter Organizations

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-5

Boundaryless Organizations

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall

Other Emerging Org. Forms Organized around needs of a

particular customer or developer group

Virtual organization [temporary alliance of global contractors to design specific products or solve specific needs]

More later on virtual teams

2-6

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall

Teams: Small group of people with

complementary skill sets who work together to solve problems or achieve goals

Vital in flat/boundaryless orgs Foundation of HPWSs [more

later]

2-7

Work: The Group Perspective

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall

Types of Teams:

2-8

Self-Managed Teams (usually production oriented; members usually cross-trained)

Problem-Solving Teams (usually temporary teams; often comprised of volunteers)

Special-Purpose Teams (e.g., task force; examine complex issues, recommend actions)

Virtual Teams (e.g., global; may work 24/7)

Work: The Group Perspective

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall

Performance = Motivation * Ability

Motivation: Energizes, sustains, directs human

behavior If Motivation = 0, Performance = 0

2-9

Work: The Individual Perspective

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall

Two-Factor Theory [now largely debunked]

Motivators―responsibility, achievement Hygiene factors―working conditions, pay

2-10

Work Adjustment Theory [too obvious?]

Maximize fit between employee needs and abilities and the job [duh?! ]

Goal-Setting Theory! Challenging [hard but attainable]

goals better than “do your best” or no goals

Example [in class]

Motivation

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-11

Job Characteristics Theory

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-12

Work Simplification [Frederick Taylor] Job Enlargement (horizontal loading) Job Enrichment (vertical loading) Job Rotation (variety) Human Relations Movement & JCT [previous slide] Team-Based Job Design

Historical Approaches to Job Design

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall

Mechanistic Motivational Biological Perceptual motor Others?

2-13

[see supporting materials presented in class]

Multi-disciplinary Approach

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-14

High-Performance Work Systems [HPWSs]

Emerging research investigates efficacy of High Performance Work Systems [HPWSs] or High Involvement Work Systems [HIWSs] that:

Provide organizational structure to facilitate effective use of teams, exchange of information

Maintain dynamic capabilities to allow ongoing structural adaptation/skill development as needed

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall

Core Workers Contingent Workers

Temporary Employees Part-Time Employees Contract Workers College Interns Outsourcing/Subcontracting

2-15

The Flexible Workforce

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall

Advantages

1. Provide better-quality people with most current skills

2. Cost savings with economies of scale or lower pay abroad

3. Preserve structure while spinning off labor units

Disadvantages

1. Could lose control of important activities, particularly during volatile world politics

2. May lose opportunity to gain knowledge and information helpful to company processes

2-16

Outsourcing and Offshoring

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall

Flexible Work Hours

2-17

Compressed Workweeks Four 10-hr days or four 12-hr days

[tough in CA due to overtime laws; more to follow in Compensation module! ]

Telecommuting [c/b used in disability accommodation w/ leave if job permits] Case 3, text, p. 80

Emerging Trends: Flexible Schedules

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall

Legacy HRIS Applications

HRIS Security, BYOD & Privacy

HRIS Analytics [Bus 152]

2-18

Emerging Trends: HR Info Systems