Chapter 10 – Human Resources Job Design.pptVIP

Rev. 11/08/01 SJSU Bus 140 - David Bentley Chapter 10 – Human Resources Job Design Job design, HR strategy, Motivation, Compensation, Methods analysis, Job Design Specialists vs. generalists Labor advantages and disadvantages Management advantages and disadvantages Job enlargement More things to do, same skill level Job enrichment Greater skill level and responsibility Job rotation Training on multiple jobs; more experience Self-directed/managed teams Source: Heizer RenderJob Design Continuum HR Strategy Objective: design jobs so that work can be performed effectively and efficiently Seek to Effectively use people while considering other constraints Provide for reasonable quality of work life Source: Heizer Render Constraints on Human Resource Strategy Strategies for Uneven Demand Level Capacity Steady rate of output Minimal or no layoffs or hiring Inventories and/or backlogs Chase Demand “Hire and fire” Varying output rates Minimal inventory and managed backlog Work Schedules Standard work schedule 5 days, 8 hour per day Flex Time Employees determine own hours, within limits Flexible work week Example: 4 days, 10 hours per day Part time Other Job Classification Group jobs by similar skill, experience, etc. Used for pay administration Ranking across departments and functions May promote competition instead of cooperation May impact assignment flexibility Motivation Incentives Pay (increases) Bonuses (cash, stock options) Profit sharing (participate in profits) Gain sharing (reward for improvements) Incentive plans Compensation What’s fair? Everyone paid the same By amount of time worked (hours) By job content (job classification / ranking) By output (quantity) By knowledge (education, experience) By supply and demand By demonstrated skills Other Considerations Ergonomics Special needs Operating environment Physical, sociological, and psychological factors Fairness, equity, and ethics Methods Analysis External or internal initiation Process (much like S