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Challenges Describe bureaucratic, flat, and boundaryless organizational structures
and the business environments in which each is most appropriate. List the factors influencing worker motivation that are under
managers’ control. Conduct job analysis and prepare job descriptions and specifications. Apply flexible work designs to situations in which employees have
conflicts between work and family, or employers face fluctuating demand for their products.
Develop policies and procedures to protect human resource information system data so that employees’ privacy rights are maintained.
© 1998 by Prentice Hall
Organizational Structures
Chief Partner
Partners
Associates
Fig. 2-1a© 1998 by Prentice Hall
A Typical Law FirmA Typical Law Firm
Organizational Structures (cont.)
General
Colonels
Majors
Fig. 2-1b
Captains and Lieutenants
Warrant Officers
Sergeants
Corporals
Privates© 1998 by Prentice Hall
United States ArmyUnited States Army
Organizational Structures (cont.)
Fig. 2-1c
Company A
Company B Company C
© 1998 by Prentice Hall
Alliance of three companies that pool their resources Alliance of three companies that pool their resources to produce a new product, such as a computer chip.to produce a new product, such as a computer chip.
Processing a Loan Application at IBM Credit Corporation Before and After Business Process Engineering
Fig. 2-2
CustomerServiceReceptionist
CreditChecker
BusinessPracticesSpecialist
Pricer Admini-strator
ToCus-tomer
Log in call from sales rep
Do credit check oncustomer
Modify std.loan covenantbased on cust. req.
Computeinterestrate on loan
Convertinformationinto a quoteletter
Use sophisticated computer programto process entire loan application
ToCustomer
DealStructurer
© 1998 by Prentice Hall
Work Flow Using SpecialistsWork Flow Using Specialists
Work Flow After Business Process ReengineeringWork Flow After Business Process Reengineering
TheMotivationProcess
Reductionof
Tension
UnsatisfiedNeeds
Tension
Drives
SearchBehavior
SatisfiedNeeds
Theory X Premises
Employees inherently dislike work and, whenever possible, will attempt to avoid it.
Because employees dislike work, they must be coerced, controlled, or threatened with punishment to achieve desired goals.
Employees will shirk responsibilities and seek formal direction whenever possible.
Most workers place security above all other factors associated with work and will display little ambition.
A manager who views employees fromA manager who views employees froma Theory X (negative) perspective believes:a Theory X (negative) perspective believes:
Theory Y Premises
Employees can view work as being as natural as rest or play. Men and women will exercise self-direction and self-control
if they are committed to the objectives. The average person can learn to accept, even seek,
responsibility. The ability to make good decisions is widely dispersed
throughout the population and is not necessarily the sole province of managers.
A manager who views employees fromA manager who views employees froma Theory Y (positive) perspective believes:a Theory Y (positive) perspective believes:
Herzberg’s Motivation-Hygiene Theory
AchievementRecognitionWork itselfResponsibilityAdvancementGrowth
SupervisionCompany policyRelationship with supervisorWorking conditionsSalaryRelationship with peersPersonal lifeRelationship with subordinatesStatusSecurity
Motivators Hygiene Factors
ExtremelyExtremelySatisfiedSatisfied
NeutralNeutral ExtremelyExtremelyDissatisfiedDissatisfied
Contrasting Views of Satisfaction-Dissatisfaction
Motivators
Hygiene Factors
Traditional ViewTraditional View
SatisfactionSatisfaction DissatisfactionDissatisfaction
Herzberg’s ViewHerzberg’s View
SatisfactionSatisfaction No SatisfactionNo Satisfaction
No DissatisfactionNo Dissatisfaction DissatisfactionDissatisfaction
McClelland’sThree-Needs Theory
Need for Achievement (nAch) Need for Power (nPow) Need for Affiliation (nAff)
Equity Theory Relationships
Outcomes A Outcomes B
Inputs A Inputs B
Outcomes A Outcomes B
Inputs A Inputs B
Outcomes A Outcomes B
Inputs A Inputs B
PERCEIVED RATIO COMPARISON* EMPLOYEE’S ASSESSMENT
<
>
=
Inequity (under-rewarded)
Equity
Inequity (over-rewarded)
Equity Theory Propositions
Given payment by time, over-rewarded employees will produce more than equitably paid employees.
Given payment by quantity of production, over-rewarded employees will produce fewer but higher-quality units than equitably paid employees.
Given payment by time, under-rewarded employees will produce less or poorer-quality output.
Given payment by quantity of production, under-rewarded employees will produce a large number of low-quality units in comparison with equitably paid employees.
SimplifiedExpectancyTheory
IndividualEffort
IndividualPerformance
OrganizationalRewards
IndividualGoals
A
B
CA
B
C
= Effort-performance linkage= Effort-performance linkage
= Performance-reward linkage= Performance-reward linkage
= Attractiveness= Attractiveness
MotivatingEmployees
Recognize individual differences Match people to jobs Use goals ensure that goals are perceived as attainable Individualize rewards Link rewards to performance Check the system for equity Don’t ignore money
The Job Characteristics Theory of Work Motivation
Core JobCore JobCharacteristicsCharacteristics
Critical Critical Psychological StatesPsychological States
Personal andPersonal andWork OutcomesWork Outcomes
Skill VarietiesTask IdentityTask Significance
Autonomy
Feedback
Experienced Meaning-fulness of the Work
Experienced Respon-sibility for WorkOutcomes
Knowledge of Resultsfrom Work Activities
High InternalWork Motivation
High-QualityWork Performance
High SatisfactionWith the Work
Low Turnoverand Absenteeism
Strength of Relationshipsis Determined by Intensityof Employee Growth Need
Fig. 2-3 © 1998 by Prentice Hall
The Techniques of Job Analysis
Fig. 2-4a
TechniqueTechnique
Employee Employee Group Group Focused OnFocused On
* The term job incumbent refers to the person currently filling a particular job.
© 1998 by Prentice Hall
Data-Data-CollectionCollectionMethodMethod
AnalysisAnalysisResultsResults DescriptionDescription
1. Task InventoryAnalysis
Any —largenumber ofworkers needed
Question-naire
Rating of tasks
Tasks are rated by jobincumbent,* supervisor, orjob analyst. Ratings may be characteristics such as importance of task and time spent doing it.
2. CriticalIncidentTechnique
Any Interview Behavioraldescrip-tion
Behavioral incidents representing poor throughexcellent performanceare generated for eachdimension of the job.
The Techniques of Job Analysis (cont.)
Fig. 2-4b
TechniqueTechnique
Employee Employee Group Group Focused OnFocused On
* The term job incumbent refers to the person currently filling a particular job.© 1998 by Prentice Hall
Data-Data-CollectionCollectionMethodMethod
AnalysisAnalysisResultsResults DescriptionDescription
3. PositionAnalysisQuestion-naire (PAQ)
Any Question-naire
Rating of194 jobelements
Elements are rated on sixscales (for example, extentof use, importance to job). Ratings are analyzedby computer.
4. FunctionalJobAnalysis(FAQ)
Any Groupinterview/Question-naire
Rating ofhow jobincumbentrelates topeople, data, andthings
Originally designed to improve counseling andplacement of peopleregistered at local stateemployment offices. Taskstatements are generatedand then presented to jobincumbents to rate on suchdimensions as frequencyand importance.
The Techniques of Job Analysis (cont.)
Fig. 2-4c
TechniqueTechnique
Employee Employee Group Group Focused OnFocused On
* The term job incumbent refers to the person currently filling a particular job.© 1998 by Prentice Hall
Data-Data-CollectionCollectionMethodMethod
AnalysisAnalysisResultsResults DescriptionDescription
5. MethodsAnalysis(MotionStudy)
Any Question-naire
Rating of194 jobelements
Elements are rated on sixscales (for example, extentof use, importance to job). Ratings are analyzedby computer.
6. Guide-linesOriented JobAnalysis
Any Interview Skills andknowledgerequired
Job incumbents identifyduties as well as know-ledge, skills, physicalabilities, and othercharacteristics neededto perform the job.
The Techniques of Job Analysis (cont.)
Fig. 2-4d
TechniqueTechnique
Employee Employee Group Group Focused OnFocused On
* The term job incumbent refers to the person currently filling a particular job.© 1998 by Prentice Hall
Data-Data-CollectionCollectionMethodMethod
AnalysisAnalysisResultsResults DescriptionDescription
7. Manage-ment PositionDescriptionQuestion-naire (MPDQ)
Managerial Question-naire
Checklistof 197items
Managers check itemsdescriptive of theirresponsibilities.
6. Hay Plan Managerialorganization
Interview Impact ofjob on
Managers are interviewedregarding such issues as their responsibilities andaccountabilities. Responsesare analyzed according tofour dimensions: objectives,dimensions, nature andscope, accountability.
Selected Human Resource Information Systems Applicants Applicant tracking Basic employee information Benefits administration Bonus and incentive
management Career development/ planning Compensation budgeting EEO/AA compliance Employment history Health and safety Health insurance utilization HR planning and forecasting Job descriptions/analysis
Job evaluation Job posting Labor relations planning Payroll Pension and retirement Performance management Short- and long-term
disabilities Skills inventory Succession planning Time and attendance Turnover analysis
Fig. 2-8 © 1998 by Prentice Hall