Chapter 06 2006 Design of Work System

(1)

CHAPTER 6:

DESIGN & REDESIGN

OF

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Exhibit 6-1 Exhibit 6-1

Model for Design of Work Systems

Exhibit 6-1

Model for Design of Work Systems

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Design of Work Systems

• _{Job Specialization}_{Job Specialization}

– _{Creates jobs with very narrow task (activity) assignments}_{Creates jobs with very narrow task (activity) assignments}

– _{Resulted in high efficiency, quickly achieved job competency, low}_{Resulted in high efficiency, quickly achieved job competency, low}

training costs, but created monotonous jobs

• _{Job Enlargement}_{Job Enlargement}

– An increase in task variety to relieve boredom_{An increase in task variety to relieve boredom}

• _{Job Rotation}_{Job Rotation}

– Employees moved across different specialized positions_{Employees moved across different specialized positions}

– Enlargement and rotation add variety, but not necessarily responsibility_{Enlargement and rotation add variety, but not necessarily responsibility}

• _{Job Specialization}_{Job Specialization}

– _{Creates jobs with very narrow task (activity) assignments}_{Creates jobs with very narrow task (activity) assignments}

– _{Resulted in high efficiency, quickly achieved job competency, low}_{Resulted in high efficiency, quickly achieved job competency, low}

training costs, but created monotonous jobs

training costs, but created monotonous jobs • _{Job Enlargement}_{Job Enlargement}

– An increase in task variety to relieve boredom_{An increase in task variety to relieve boredom} • _{Job Rotation}_{Job Rotation}

– Employees moved across different specialized positions_{Employees moved across different specialized positions}

(4)

Design of Work Systems

• _{Job Enrichment}_{Job Enrichment}

– Increasing amount of responsibility for quality and productivity _{Increasing amount of responsibility for quality and productivity}

that employees have for their own work

• _{Vertical Loading}_{Vertical Loading}

– Reassignment of job responsibility formerly delegated to _{Reassignment of job responsibility formerly delegated to}

supervisor to the employee

• _{Job Enrichment}_{Job Enrichment}

– Increasing amount of responsibility for quality and productivity _{Increasing amount of responsibility for quality and productivity} that employees have for their own work

that employees have for their own work • _{Vertical Loading}_{Vertical Loading}

– Reassignment of job responsibility formerly delegated to _{Reassignment of job responsibility formerly delegated to} supervisor to the employee

(5)

Five Core Job Characteristics

• _{Skill variety}_{Skill variety}

–Extent to which work allows _{Extent to which work allows}

employee to use variety of skills

• Task identity_{Task identity}

employee to complete whole or

identifiable piece of work

• Task significance_{Task significance}

–Extent to which employee Extent to which employee

perceives that work is important

and meaningful to those inside or

outside organization

• _{Skill variety}_{Skill variety}

employee to use variety of skills

employee to use variety of skills • Task identity_{Task identity}

employee to complete whole or

identifiable piece of work

identifiable piece of work • Task significance_{Task significance}

–Extent to which employee Extent to which employee

perceives that work is important

and meaningful to those inside or

outside organization

• _Autonomy_Autonomy

–Extent to which employee is able _{Extent to which employee is able}

to work and determine work

procedure at own discretion

• Feedback_Feedback

employee to gain sense of how

well job responsibilities are met

• _Autonomy_Autonomy

–Extent to which employee is able _{Extent to which employee is able}

to work and determine work

procedure at own discretion

procedure at own discretion • Feedback_Feedback

employee to gain sense of how

well job responsibilities are met

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Exhibit 6-2 Exhibit 6-2

Job Characteristics Model

Exhibit 6-2

Job Characteristics Model

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What Workers Need

• _{Changing demographics}_{Changing demographics}

& life styles

– Worker needs vary by age, _{Worker needs vary by age,}

gender, race, religion,

physical abilities, sexual

orientation, and marital and

family status

• _{Employee needs for work/}_{Employee needs for work/}

life balance

– Workers less committed to Workers less committed to organizations today

organizations today

– Also suffer from burnout and _{Also suffer from burnout and}

lower performance

• _{Changing demographics}_{Changing demographics}

& life styles

– Worker needs vary by age, _{Worker needs vary by age,}

gender, race, religion,

physical abilities, sexual

orientation, and marital and

family status

• _{Employee needs for work/}_{Employee needs for work/}

life balance

– Workers less committed to Workers less committed to organizations today

organizations today

– Also suffer from burnout and _{Also suffer from burnout and}

lower performance

• _{Employee needs}_{Employee needs}

representation (“voice”)

– Workers want to be involved _{Workers want to be involved}

in work-related issues, and

expect organization to listen

to concerns

• _{Employee concerns about}_{Employee concerns about}

safety in workplace

– Workers want safe, hazard-_{Workers want safe,}

hazard-free working environment

free working environment

• _{Employee needs}_{Employee needs}

representation (“voice”)

representation (“voice”) – Workers want to be involved _{Workers want to be involved}

in work-related issues, and

expect organization to listen

to concerns

• _{Employee concerns about}_{Employee concerns about}

safety in workplace

– Workers want safe, hazard-_{Workers want safe,}

hazard-free working environment

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Types of Task Interdependence

• _{Pooled interdependence}_{Pooled interdependence}

– Individual employees work _{Individual employees work}

independently of each other in

performing tasks but utilize

coordination of activities

• _Sequential_Sequential

interdependence

– Work in process flow is linear, Work in process flow is linear, from one individual to another

from one individual to another – One individual depends on _{One individual depends on}

timely completion of quality

work from another coworker

• _{Pooled interdependence}_{Pooled interdependence} – Individual employees work _{Individual employees work}

independently of each other in

performing tasks but utilize

coordination of activities

coordination of activities • _Sequential_Sequential

interdependence

– Work in process flow is linear, Work in process flow is linear, from one individual to another

from one individual to another – One individual depends on _{One individual depends on}

timely completion of quality

work from another coworker

• _Reciprocal_Reciprocal

interdependence

– Workflow is random_{Workflow is random} – Responds to immediate _{Responds to immediate}

situation

– Employees have joint and _{Employees have joint and}

shared responsibilities for

work

• _{Higher levels of}_{Higher levels of}

interdependence require

higher levels of

coordination and attention

• _Reciprocal_Reciprocal

interdependence

interdependence – Workflow is random_{Workflow is random} – Responds to immediate _{Responds to immediate}

situation

– Employees have joint and _{Employees have joint and}

shared responsibilities for

work

• _{Higher levels of}_{Higher levels of}

interdependence require

higher levels of

coordination and attention

(9)

Redesign of Work Systems

• _{Current and future work systems more broadly}_{Current and future work systems more broadly} defined, and more closely related to strategic defined, and more closely related to strategic

choices choices

• _{Workers becoming more involved in design and}_{Workers becoming more involved in design and} reengineering of jobs

reengineering of jobs

• _{Cross-function teams strategically beneficial}_{Cross-function teams strategically beneficial}

– Also create challenges in effectively managing themselves_{Also create challenges in effectively managing themselves}

• _{Employees raised in individualistic cultures need}_{Employees raised in individualistic cultures need} training to be effective team members

training to be effective team members

• _{Current and future work systems more broadly}_{Current and future work systems more broadly} defined, and more closely related to strategic defined, and more closely related to strategic

choices choices

• _{Workers becoming more involved in design and}_{Workers becoming more involved in design and} reengineering of jobs

reengineering of jobs

• _{Cross-function teams strategically beneficial}_{Cross-function teams strategically beneficial}

– Also create challenges in effectively managing themselves_{Also create challenges in effectively managing themselves} • _{Employees raised in individualistic cultures need}_{Employees raised in individualistic cultures need}

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Outsourcing

• _{Involves contracting out some of organization’s}_{Involves contracting out some of organization’s} noncore work activities to outside specialists

noncore work activities to outside specialists

– Can do work more effectively_{Can do work more effectively}

– Often for less than cost of doing work in-house_{Often for less than cost of doing work in-house}

• _{Areas frequently outsourced:}_{Areas frequently outsourced:}

– Payroll_Payroll – Benefits_Benefits

– Technological support_{Technological support}

• _{More than 75% of organizations outsource at least}_{More than 75% of organizations outsource at least} one HR function

one HR function

• _{Involves contracting out some of organization’s}_{Involves contracting out some of organization’s} noncore work activities to outside specialists

noncore work activities to outside specialists – Can do work more effectively_{Can do work more effectively}

– Often for less than cost of doing work in-house_{Often for less than cost of doing work in-house} • Areas frequently outsourced:_{Areas frequently outsourced:}

– Payroll_Payroll – Benefits_Benefits

– Technological support_{Technological support}

• _{More than 75% of organizations outsource at least}_{More than 75% of organizations outsource at least} one HR function

(11)

Outsourcing

• _{Can free up HR staff to focus on more}

_{Can free up HR staff to focus on more}

strategic issues

• _{Considerations:}

_{Considerations:}

– Cost savings_{Cost savings}

– Whether contractor can deliver_{Whether contractor can deliver} – Compliance with laws_{Compliance with laws}

– Impacts on employees whose jobs might be lost_{Impacts on employees whose jobs might be lost} – Impacts on morale of remaining employees_{Impacts on morale of remaining employees}

• _{Can free up HR staff to focus on more}

_{Can free up HR staff to focus on more}

strategic issues

• _{Considerations:}

_{Considerations:}

– Whether contractor can deliver_{Whether contractor can deliver} – Compliance with laws_{Compliance with laws}

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Offshoring

• _{Involves exporting tasks and jobs to countries}_{Involves exporting tasks and jobs to countries}

where labor costs are significantly less than in the where labor costs are significantly less than in the

U.S. U.S.

• India remains largest market_{India remains largest market}

• Wages approximately 10% of those paid in U.S._{Wages approximately 10% of those paid in U.S.}

– Often considered good by local standards_{Often considered good by local standards}

• _{Challenge of managing virtual global teams}_{Challenge of managing virtual global teams} • _{Need for tight organizational and operational}_{Need for tight organizational and operational}

control to ensure coordination and communication control to ensure coordination and communication • _{Involves exporting tasks and jobs to countries}_{Involves exporting tasks and jobs to countries}

where labor costs are significantly less than in the where labor costs are significantly less than in the

U.S. U.S.

• India remains largest market_{India remains largest market}

• Wages approximately 10% of those paid in U.S._{Wages approximately 10% of those paid in U.S.} – Often considered good by local standards_{Often considered good by local standards}

• _{Challenge of managing virtual global teams}_{Challenge of managing virtual global teams} • _{Need for tight organizational and operational}_{Need for tight organizational and operational}

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Offshoring

• _Advantages

_Advantages

– Extend work day to _{Extend work day to}

24 hours

• _Advantages

_Advantages

– Extend work day to _{Extend work day to}

24 hours

• _{Disadvantages}

_{Disadvantages}

– Loss of domestic _{Loss of domestic}

jobs

– Transfer of technical _{Transfer of technical}

knowledge

– Public image/loyalty _{Public image/loyalty}

concerns

• _{Disadvantages}

_{Disadvantages}

– Loss of domestic _{Loss of domestic}

jobs

– Transfer of technical _{Transfer of technical}

knowledge

– Public image/loyalty _{Public image/loyalty}

concerns

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Mergers and Acquisitions

• _{Mergers pursued for a variety of reasons:}

_{Mergers pursued for a variety of reasons:}

– Economies of scale in operations_{Economies of scale in operations} – Consolidation in saturated markets_{Consolidation in saturated markets}

– Improving competitive position through larger asset _{Improving competitive position through larger asset}

base

• _{Two thirds of mergers fail}

_{Two thirds of mergers fail}

– Largely because of inability to merge cultural and _{Largely because of inability to merge cultural and}

other human factors

• _{Mergers pursued for a variety of reasons:}

_{Mergers pursued for a variety of reasons:}

– Economies of scale in operations_{Economies of scale in operations}

– Consolidation in saturated markets_{Consolidation in saturated markets}

– Improving competitive position through larger asset _{Improving competitive position through larger asset}

base

• _{Two thirds of mergers fail}

_{Two thirds of mergers fail}

– Largely because of inability to merge cultural and _{Largely because of inability to merge cultural and}

other human factors

(15)

Barriers to Change

• _{Disrupting status quo may be met with}_{Disrupting status quo may be met with}_resistance_resistance by both employees and managers

by both employees and managers • Costs and reallocation of resources_{Costs and reallocation of resources}

• _{Employees will resist change unless they}_{Employees will resist change unless they}

– Perceive need to change_{Perceive need to change} – See benefits from change_{See benefits from change}

• _{Risk and uncertainty; no guarantee of}_{Risk and uncertainty; no guarantee of} improvements

improvements

• _{Poor coordination and communication can}_{Poor coordination and communication can} undermine change initiatives

undermine change initiatives

• _{Disrupting status quo may be met with}_{Disrupting status quo may be met with}_resistance_resistance by both employees and managers

by both employees and managers • Costs and reallocation of resources_{Costs and reallocation of resources}

• _{Employees will resist change unless they}_{Employees will resist change unless they} – Perceive need to change_{Perceive need to change}

– See benefits from change_{See benefits from change}

• _{Risk and uncertainty; no guarantee of}_{Risk and uncertainty; no guarantee of} improvements

improvements

• _{Poor coordination and communication can}_{Poor coordination and communication can} undermine change initiatives

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To Overcome Resistance to Change

• _{Promote and implement change so it provides}_{Promote and implement change so it provides} benefits to those impacted

benefits to those impacted

• _{Involve employees in change process to increase}_{Involve employees in change process to increase} their commitment to change

their commitment to change

• _{Open, two-way communication}_{Open, two-way communication}

– _{Early, before change decisions are made}_{Early, before change decisions are made} – Dispel rumors_{Dispel rumors}

– _{Increase trust and acceptance of change by keeping}_{Increase trust and acceptance of change by keeping}

employees informed and asking for input

• _{Promote and implement change so it provides}_{Promote and implement change so it provides} benefits to those impacted

benefits to those impacted

• _{Involve employees in change process to increase}_{Involve employees in change process to increase} their commitment to change

their commitment to change

• _{Open, two-way communication}_{Open, two-way communication}

– _{Early, before change decisions are made}_{Early, before change decisions are made} – Dispel rumors_{Dispel rumors}

– _{Increase trust and acceptance of change by keeping}_{Increase trust and acceptance of change by keeping} employees informed and asking for input

(17)

Reading 6.1 (Nahavandi & Aranda) Reading 6.1 (Nahavandi & Aranda)

Restructuring Teams for Re-engineered Organizations

Restructuring Teams for Re-engineered Organizations Reading 6.1 (Nahavandi & Aranda)

Reading 6.1 (Nahavandi & Aranda)

• _{Reasons for using teams in organizations:}

_{Reasons for using teams in organizations:}

– Unlikely one individual will have all of the knowledge _{Unlikely one individual will have all of the knowledge}

and information needed to make complex decisions

and information needed to make complex decisions – Teams provide more “buy-in” to decisions_{Teams provide more “buy-in” to decisions}

– Managers believe teams enhance motivation and _{Managers believe teams enhance motivation and}

productivity

– Facilitate acquisition and sharing of information vital _{Facilitate acquisition and sharing of information vital}

to organizational growth and flexibility

– Facilitate variety of internal quality control initiatives_{Facilitate variety of internal quality control initiatives}

• _{Reasons for using teams in organizations:}

_{Reasons for using teams in organizations:}

– Unlikely one individual will have all of the knowledge _{Unlikely one individual will have all of the knowledge}

and information needed to make complex decisions

and information needed to make complex decisions – Teams provide more “buy-in” to decisions_{Teams provide more “buy-in” to decisions}

– Managers believe teams enhance motivation and _{Managers believe teams enhance motivation and}

productivity

– Facilitate acquisition and sharing of information vital _{Facilitate acquisition and sharing of information vital}

to organizational growth and flexibility

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Reading 6.1 Reading 6.1

Restructuring Teams for Re-engineered Organizations Reading 6.1

Reading 6.1

• _{Problems with teams}

_{Problems with teams}

– May fail without proper training and support_{May fail without proper training and support}

– Often poorly integrated into organization’s hierarchy_{Often poorly integrated into organization’s hierarchy} – Individuals often feel their team contributions dilute _{Individuals often feel their team contributions dilute}

personal success

– Few teams have found effective means to deal with _{Few teams have found effective means to deal with}

“freeloaders”

– Usually not represented at top levels of organizations, _{Usually not represented at top levels of organizations,}

sending a mixed message about their importance

• _{Problems with teams}

_{Problems with teams}

– May fail without proper training and support_{May fail without proper training and support}

– Often poorly integrated into organization’s hierarchy_{Often poorly integrated into organization’s hierarchy} – Individuals often feel their team contributions dilute _{Individuals often feel their team contributions dilute}

personal success

– Few teams have found effective means to deal with _{Few teams have found effective means to deal with}

“freeloaders”

– Usually not represented at top levels of organizations, _{Usually not represented at top levels of organizations,}

sending a mixed message about their importance

(19)

Restructuring Teams for Re-engineered Organizations Reading 6.1

Reading 6.1

• _{Three keys to successful teams}

_{Three keys to successful teams}

– Value and endorse dissent_{Value and endorse dissent}

– Encourage fluidity of membership_{Encourage fluidity of membership} – Enable teams to make decisions_{Enable teams to make decisions}

• _{Three keys to successful teams}

_{Three keys to successful teams}

– Value and endorse dissent_{Value and endorse dissent}

(20)

Figure 1

Three Key Elements for Success of US Teams

Figure 1

Three Key Elements for Success of US Teams

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Figure 2 Figure 2

Team Development Model

Figure 2

Team Development Model

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Supplement to Reading 6.1 (Werner & Lester, 2001) Supplement to Reading 6.1 (Werner & Lester, 2001)

Research on Student Case Teams

Research on Student Case Teams Supplement to Reading 6.1 (Werner & Lester, 2001)

Supplement to Reading 6.1 (Werner & Lester, 2001)

Research on Student Case Teams

What predicts the performance of student teams?

SatisfactionSatisfaction GradeGrade

– _{Team structure}_{Team structure} _positive_positive _{strong positive}_{strong positive} – _{Team spirit}_{Team spirit} _{strong positive}_{strong positive} _{strong positive}_{strong positive} – _{Social support}_{Social support} _{strong positive}_{strong positive} _negative_negative

– _{Workload sharing}_{Workload sharing}_positive_positive _{not significant}_{not significant} – _{Communication}_{Communication} _{not significant}_{not significant} _{not significant}_{not significant}

What predicts the performance of student teams?

SatisfactionSatisfaction GradeGrade

– _{Team structure}_{Team structure} _positive_positive _{strong positive}_{strong positive} – _{Team spirit}_{Team spirit} _{strong positive}_{strong positive} _{strong positive}_{strong positive} – _{Social support}_{Social support} _{strong positive}_{strong positive} _negative_negative

(23)

Reading 6.2 (Greer et al.)

HRM Outsourcing: Make or Buy Decision

Reading 6.2 (Greer et al.)

HRM Outsourcing: Make or Buy Decision

• _{Five competitive forces driving}

_{Five competitive forces driving}

organizations to outsource HR activities:

– Downsizing_Downsizing

– Rapid growth or decline_{Rapid growth or decline} – Globalization_{Globalization}

– Increased competition_{Increased competition} – Restructuring_{Restructuring}

• _{Five competitive forces driving}

_{Five competitive forces driving}

organizations to outsource HR activities:

– Downsizing_Downsizing

– Rapid growth or decline_{Rapid growth or decline} – Globalization_{Globalization}

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Reading 6.2

HRM Outsourcing: Make or Buy Decision

Reading 6.2

HRM Outsourcing: Make or Buy Decision

• _{Operational rationales for outsourcing}

_{Operational rationales for outsourcing}

– Small firms lack resources; large firms gain _{Small firms lack resources; large firms gain}

economies of scale

– Specialized HR expertise and objectivity_{Specialized HR expertise and objectivity}

• Reduced liability and risk in legally sensitive HR _{Reduced liability and risk in legally sensitive HR}

areas

– Innovations and economies of scale in HRIS _{Innovations and economies of scale in HRIS}

technology used by outside vendors

technology used by outside vendors • Simplify transactions _{Simplify transactions}

• _{Operational rationales for outsourcing}

_{Operational rationales for outsourcing}

– Small firms lack resources; large firms gain _{Small firms lack resources; large firms gain}

economies of scale

– Specialized HR expertise and objectivity_{Specialized HR expertise and objectivity}

• Reduced liability and risk in legally sensitive HR _{Reduced liability and risk in legally sensitive HR}

areas

– Innovations and economies of scale in HRIS _{Innovations and economies of scale in HRIS}

technology used by outside vendors

(25)

HRM Outsourcing: Make or Buy Decision

Reading 6.2

HRM Outsourcing: Make or Buy Decision

• _{Operational rationales for outsourcing}

_{Operational rationales for outsourcing}

(continued):

– Time-sensitive issues better handled by outsourcing_{Time-sensitive issues better handled by outsourcing} – Temporary or cyclical increases in HR needs_{Temporary or cyclical increases in HR needs}

– Efficient vendor management practices drive costs _{Efficient vendor management practices drive costs}

down more than economies of scale

– Specialized vendors offer activities as their core _{Specialized vendors offer activities as their core}

business and strategic focus

• _{Operational rationales for outsourcing}

_{Operational rationales for outsourcing}

(continued):

– Time-sensitive issues better handled by outsourcing_{Time-sensitive issues better handled by outsourcing} – Temporary or cyclical increases in HR needs_{Temporary or cyclical increases in HR needs}

– Efficient vendor management practices drive costs _{Efficient vendor management practices drive costs}

down more than economies of scale

– Specialized vendors offer activities as their core _{Specialized vendors offer activities as their core}

business and strategic focus

(26)

HRM Outsourcing: Make or Buy Decision

Reading 6.2

HRM Outsourcing: Make or Buy Decision

• _{Strategic rationales for outsourcing:}

_{Strategic rationales for outsourcing:}

– Outsourcing nonstrategic activities permits HR to _{Outsourcing nonstrategic activities permits HR to}

move away from administration toward strategic role

move away from administration toward strategic role – Decentralization of HR function through _{Decentralization of HR function through}

redeployment of some of assets to operating units

redeployment of some of assets to operating units – Develop less bureaucratic HR departments_{Develop less bureaucratic HR departments}

– Downsizing may require HR to reduce staff, _{Downsizing may require HR to reduce staff,}

eliminating specialized in-house expertise

– Outsourcing provides “big picture” perspective_{Outsourcing provides “big picture” perspective}

• _{Strategic rationales for outsourcing:}

_{Strategic rationales for outsourcing:}

– Outsourcing nonstrategic activities permits HR to _{Outsourcing nonstrategic activities permits HR to}

move away from administration toward strategic role

move away from administration toward strategic role – Decentralization of HR function through _{Decentralization of HR function through}

redeployment of some of assets to operating units

redeployment of some of assets to operating units – Develop less bureaucratic HR departments_{Develop less bureaucratic HR departments}

– Downsizing may require HR to reduce staff, _{Downsizing may require HR to reduce staff,}

eliminating specialized in-house expertise

(27)

HRM Outsourcing: Make or Buy Decision

Reading 6.2

HRM Outsourcing: Make or Buy Decision

• _{Positive outcomes}

_{Positive outcomes}

– Lower HR costs_{Lower HR costs}

– Higher service quality_{Higher service quality}

– Realignment or redeployment of internal HR _{Realignment or redeployment of internal HR}

expertise

– Development of negotiation and broker skills_{Development of negotiation and broker skills} – Enhanced credibility of HR function_{Enhanced credibility of HR function}

– Risk and uncertainty absorption by HR vendor_{Risk and uncertainty absorption by HR vendor}

• _{Positive outcomes}

_{Positive outcomes}

– Lower HR costs_{Lower HR costs}

– Higher service quality_{Higher service quality}

– Realignment or redeployment of internal HR _{Realignment or redeployment of internal HR}

expertise

– Development of negotiation and broker skills_{Development of negotiation and broker skills} – Enhanced credibility of HR function_{Enhanced credibility of HR function}

(28)

HRM Outsourcing: Make or Buy Decision

Reading 6.2

HRM Outsourcing: Make or Buy Decision

• _{Negative outcomes}

_{Negative outcomes}

–

Significant cost savings not always

_{Significant cost savings not always}

experienced

–

Vendor switching costs

_{Vendor switching costs}

–

Long-term vendor contracts

_{Long-term vendor contracts}

–

Disruption of firm’s culture

_{Disruption of firm’s culture}

–

Removal or distancing of HR function from

_{Removal or distancing of HR function from}

employees

• _{Negative outcomes}

_{Negative outcomes}

–

Significant cost savings not always

_{Significant cost savings not always}

experienced

–

Vendor switching costs

_{Vendor switching costs}

–

Long-term vendor contracts

_{Long-term vendor contracts}

–

Disruption of firm’s culture

_{Disruption of firm’s culture}

–

Removal or distancing of HR function from

_{Removal or distancing of HR function from}

employees

(29)

Reading 6.3 (Evangelista & Burke) Reading 6.3 (Evangelista & Burke)

Productivity in Downsizing

Reading 6.3 (Evangelista & Burke)

Productivity in Downsizing

• _{Many downsizing firms face immediate}

_{Many downsizing firms face immediate}

challenge of keeping operations going with

minimal staff

• _{Productivity often declines}

_{Productivity often declines}

• _Survivors

_Survivors

– Working more hours _{Working more hours}

– Receive with bigger workload_{Receive with bigger workload}

• _{Morale often plummets}

_{Morale often plummets}

• _{Many downsizing firms face immediate}

_{Many downsizing firms face immediate}

challenge of keeping operations going with

minimal staff

• _{Productivity often declines}

_{Productivity often declines}

• _Survivors

_Survivors

– Working more hours _{Working more hours}

(30)

Work Redesign

Reading 6.3

Work Redesign

• _{Typical problems}

_{Typical problems}

–

Failure or inability to identify and categorize

_{Failure or inability to identify and categorize}

duties and assignments

–

Failure to identify when employee is over-

_{Failure to identify when employee is}

over-tasked

tasked

–

Failure to see when business unit’s demands

_{Failure to see when business unit’s demands}

exceed its capacity

• _{Typical problems}

_{Typical problems}

–

Failure or inability to identify and categorize

_{Failure or inability to identify and categorize}

duties and assignments

–

Failure to identify when employee is over-

_{Failure to identify when employee is}

over-tasked

tasked

–

Failure to see when business unit’s demands

_{Failure to see when business unit’s demands}

exceed its capacity

(31)

Work Redesign: Task Categories

Reading 6.3

Work Redesign: Task Categories

• _{Critical tasks}_{Critical tasks}

– Enable company to _{Enable company to}

accomplish primary

objectives

• Sub-critical tasks _{Sub-critical tasks}

– Need to be _{Need to be}

performed, but

average standard of

quality will suffice

• _{Critical tasks}_{Critical tasks}

– Enable company to _{Enable company to}

accomplish primary

objectives

• Sub-critical tasks _{Sub-critical tasks} – Need to be _{Need to be}

performed, but

average standard of

quality will suffice

• _{Minor tasks}_{Minor tasks}

– Add value to firm, but _{Add value to firm, but}

will not hinder

operations or goals if

left undone

• _{Unnecessary tasks}_{Unnecessary tasks}

– Can be discarded _{Can be discarded}

because they drain

resources

• _{Minor tasks}_{Minor tasks}

– Add value to firm, but _{Add value to firm, but}

will not hinder

operations or goals if

left undone

• _{Unnecessary tasks}_{Unnecessary tasks} – Can be discarded _{Can be discarded}