Chapter 2

Managing
Work Flow
and
Conducting
Job Analysis

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Chapter Two Overview

Describe bureaucratic, flat and boundaryless organizational structures and the

business environments in which they are
most appropriate

List the factors influencing workers

motivation that are under managers control

Conduct a job analysis and prepare job

descriptions and specifications

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Chapter Two Overview

Apply flexible work designs to situations

in which employees have conflicts
between work and family, or for
employers facing fluctuating demand for
their products

Develop policies and procedures to

protect HR information system data so
the employees privacy rights are
maintained.

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Work: The Organizational

Perspective
Work Flow the way work is organized
Goal is to meet production and service
outcomes

Organizational Structurerelationships
in
organization
Both formal and informal
Should be related to organizations
strategy

HR strategies should support both

Organizational strategy and structure
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Work: The Organizational

Perspective

Designing the Organization:

Bureaucratic Organization
Flat Organization
Boundaryless Organization

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Bureaucratic Organizations

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Flat Organizations

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Boundryless Organizations

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Work: The Organizational

Perspective
Work Flow Analysis:
How work creates/adds value to org.

Examine work as moves through

production process

Often can combine/eliminate/simplify steps

Business process reengineering (BPR)

Rethink whole process

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Work: The Group Perspective

Teams:
Small number of people
who work together with
complementary skill sets

Vital in flat and

Boundary-less
organizations.
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Work: The Group Perspective

Types of Teams:
Self-Managed Team
Members usually cross-trained

Problem-Solving Teams
Temporary teams comprised of
volunteers

Special-Purpose Teams (task

force)
Examine complex issues

Virtual Teams
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Work: The Individual Perspective

Motivation

That which energizes, sustains

and directs human behavior
Mangers need to understand
what motivates employees

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Motivation
Two-Factor Theory
Motivatorsresponsibility, achievement

Hygiene factorsworking conditions, pay .

Work Adjustment Theory

Fit between employee needs and
abilities and the job

Goal-Setting Theory
Clear, challenging, attainable
Feedback very important
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Job Characteristics Theory

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Job Design
Organize work into tasks
Should be based on:
Work-flow analysis
Business strategy
Organizational structure

Work Simplification
Job Enlargement (horizontal loading)
Job Rotation
Job Enrichment (vertical loading)
Team-Based Job Design
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Job Analysis
Collect information about a job
Identifies tasks, duties, and responsibilities

Performed by either HR or job incumbent

Use observation, diaries, interviews or
surveys
For HR activities and to comply with
government regulations
In dynamic environments, better to focus
on worker rather than on job
characteristics

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Job Description

Summary of job analysis

Elements of a job description

Identification Information
Job Summary
Job Duties and Responsibilities
Job Specifications (KSAs)
Minimum Qualifications

Specific vs. General job

description
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The Flexible Workforce

Core Workers
Contingent Workers

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

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Emerging Trends:
Outsourcing
Advantages
1.

2.
3.

Provide betterquality people with

most current skills
Cost savings with
economies of scale
Preserve company
culture

Disadvantages
1.

2.

Could lose control

of important
activities
May lose an
opportunity to gain
knowledge and
information helpful
to company
processes

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Emerging Trends: Flexible

Schedules
Flexible Work Hours
Core time
Flex time

Compressed
Workweeks

Four 10-hr days or four

12-hr days

Telecommuting
Mobile workplace
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Emerging Trends: HR Info

Systems

HRIS
Applications
HRIS
Security and
Privacy

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HRIS Applications

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Summary and Conclusions

Strategy should determine

structure
Bureaucratic structure: best in
stable environments
Flat and Boundary-less
Structures:
Better in dynamic environment
More likely to use self-managed
teams

Job design can effect motivation

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Summary and Conclusions

Job Analysis

The Flexible Workforce

No single best technique

Should be guided by purpose of analysis
Help managers cope with dynamic
markets

Human Resource Information

Systems

Must protect data and privacy of

employees

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All rights reserved. No part of this publication

may be reproduced, stored in a retrieval system,
or transmitted, in any form or by any means,
electronic, mechanical, photocopying, recording,
or otherwise, without the prior written
permission of the publisher. Printed in the
United States of America.

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