MGTO 231 Human Resources Management Work Flows and Job Analysis II Dr. Kin Fai Ellick WONG

MGTO 231Human Resources

Management

Work Flows and Job Analysis II

Dr. Kin Fai Ellick WONG

Questions for you

• In your home, how do you know that you need to hire a housemaid?

• In organizations, then, how do managers know that they need to create a job vacancy?

Outline

• Work Flow and work flow analysis

• Job analysis– Use of job analysis– Technique of job analysis

Outline

• Work Flow and work flow analysis

• Job analysis– Use of job analysis– Technique of job analysis

What is work flow analysis

• The process of examining– How work creates or adds value to

ongoing processes in business– How a product or service can be

delivered to customers

What is work flow analysis

• Basic processes– Input (a work) add values to other

workers

What is work flow analysis

• Input (a work) add values to other workers

• Example 1 (product): – Toyota (car making):

• Input (car skeleton) add values (adding engine) other workers

• Input (semi-product) add values (adding mirrors) other workers

• Input (completing product) add values (painting) complete !!!

What is work flow analysis

• Example 2 (service): – Hair Salon:

• Input (long and dirty hair) add values (hair cleaning) other workers

• Input (long and clean hair) add values (cutting) other workers

• Input (short and dirty hair) add values (hair cleaning) complete !!!

• Input (short, wet, and clean hair) add values (getting dry) complete !!!

What is work flow analysis

• Example 3 (product + service): – McDonald’s:

• Input (Cashier) add values (receiving order) other workers (Cook)

• Input (Cook) add values (making hamburger) other workers (Cashier)

• Input (Cashier) add values (delivery of product) complete !!!

The importance of work flow analysis

• It helps to identify steps or jobs that can be combined, simplified, or even eliminated

• Re-organization of work so that teams rather than individual workers are the sources of value creation– Receptionists Customer service unit

• Improve company performance– Business process reengineering

Business process reengineering

• A fundamental rethinking and radical redesign of business process

• To achieve dramatic improvement in cost, quality, service, and speed

• Reengineering is not totally equal to – Restructuring– Layoff

Source: Managing Human Resources, 4th Edition, p.53

Outline

• Work Flow and work flow analysis

• Job analysis– Use of job analysis– Technique of job analysis

Job analysis

• The process through which the details of a job is revealed

• Details include, tasks, duties, and responsibilities of employees of a given job

• Purposes of job analysis– Recruitment, performance evaluation,

compensation, training and development, etc.

Source: Human Resource Management, 9th Edition, p.61

• Tasks– Basic element of work– Logical and necessary step in performing a job

duty

• Duties– One or more tasks

• Responsibilities– One or several duties– Major purpose or reason for the job’s existence

Assistant professor in HKUST

• Responsibilities– Generating and transferring knowledge

• Duties– Research, teaching, and administration

• Tasks– Research: writing grant proposals, writing papers– Teaching: creating and marking examinations,

preparing lecture notes– Administration: book ordering, attending meeting

Outline

• Work Flow and work flow analysis

• Job analysis– Use of job analysis– Technique of job analysis

Use of job analysis

• Job (re)design

• Recruitment

• Promotion

• Performance evaluation

Five approaches of job (re)design

• Work simplification

• Job enlargement

• Job rotation

• Job enrichment

• Team-based job design

Outline

• Work Flow and work flow analysis

• Job analysis– Use of job analysis– Technique of job analysis

Methods of job analysis

• Interview– Representative sample of job incumbent– Asking about structured questions

• Observation– Naturalistic observation– 微服出巡

• Diaries– Keep logs of their daily job– Over a representative period of time (several

weeks)

• Questionnaires– Can be administered in quantitative scale– Assess the extent to which task, duty and

responsibility are involved.– Can assess more job incumbents– Task inventory analysis, position

analysis, & functional job analysis

Job Analysis Questionnaire

1. Mark the circle in the "Do This" column for tasks that you currently perform.2. At the end of the task list, write in any unlisted tasks that you currently

perform.

PERFORM COMMUNICATIONS ACTIVITIES Obtain technical information

421. Read technical publications about competitive products.422. Read technical publications to keep current on industry.423. Attend required recommended or job-related courses and/or seminars.424. Study existing operating systems/programs to gain maintain familiarity

with them.425. Perform literature searches necessary to the development of products.426. Communicate with system software group to see how their recent changes

impact current projects.427. Study and evaluate state-of-the-art techniques to remain competitive

and/or lead the field.428. Attend industry standards meetings.

• 429. Interface with coders to verify that the software design is being implemented as specified.

• 430. Consult with co-workers to exchange ideas and techniques.• 431. Consult with members of other technical groups within the company to exchange

new Ideas and techniques.• 432. Interface with support consultants or organizations to clarify software design or

courseware content.• 433. Attend meetings to review project status.• 434. Attend team meetings to review implementation strategies.• 435. Discuss department plans and objectives with manager.

Exchange technical information

Thanks to Prof. Kenneth Law

• Critical incident technique– Generate dimensions– Generate incidents

• High, moderate, and low level of performance

• Other methods– Position analysis – Department of labor procedure– Functional job analysis– See your textbook for details

Job description

• Written document that identifies, describes, and defines job

• Basic elements– Duties, responsibilities, working

conditions, requirements and qualifications, etc.

– See your textbook Figure 2.6 for an example

• Think about your interaction with karaoke waiters in the past. Each group member should come up with at least two critical incidents of exceptional good or bad behaviors of karaoke waiters. – jot down the critical incidents (both good and bad

incidents) that you recalled through your interaction with the karaoke waiters

– describe the critical incidents among group members– think about all your experiences in the past and try to

include different job aspects of a karaoke waiter in the discussion

– combine the critical incidents into job dimensions and write up a general job description for karaoke waiters in Hong Kong.