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Management in Organisations Workforce Management

Management in Organisations Workforce Management. Human Resources in Organisations. Topics to be covered Importance of WFM to operations Focus on the Job Motivation and WFM Job design / redesign Job design opportunities Job redesign implementation issues. Focus on the job.

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Management in Organisations Workforce Management

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  1. Management in Organisations Workforce Management

  2. Human Resources in Organisations • Topics to be covered • Importance of WFM to operations • Focus on the Job • Motivation and WFM • Job design / redesign • Job design opportunities • Job redesign implementation issues

  3. Focus on the job Motivation Rewards The Job Individuals performance

  4. WFM and motivation • McGreggor • Maslow • Herzberg

  5. An understanding of Human Resource Management is important to operations due to : • Performance • Labour intensity • Behaviour of the individual • Simultaneous production and consumption • Managing the customer

  6. Evolution of Job Design 1900s to 1960s Scientific Management/Assembly Lines • Task specialisation • Minimal worker skills • Repetition • Minimal job training • Mass production • Piece-rate wages • Time as efficiency • Minimal job responsibility • Tight supervisory control

  7. Evolution of Job Design 1970s to 2000s • Horizontal job enlargement • Vertical job enlargement • Job responsibility and empowerment • Training and education • Job rotation • Higher skill levels • Team problem solving • Employee involvement and integration • Focus on quality

  8. Task - 20 mins 1 Review the article “ Job Design Overview ” and produce a summary of the major points you feel it raises.

  9. Elements of Job Design Worker Analysis Task Analysis Environmental Analysis

  10. Task Analysis • Description of tasks • Task sequence • Function of tasks • Frequency of tasks • Relationship with other jobs/tasks • Performance Information requirements • Control requirements • Error possibilities • Task duration(s) • Equipment requirements

  11. Worker Analysis • Capability requirements • Performance requirements • Skill level • Physical requirements • Mental stress • Boredom / Motivation • Level of responsibility • Quality responsibility • Empowerment level

  12. Environmental Analysis • Work place location • Process location • Temperature and humidity • Lighting • Ventilation • Safety • Logistics • Space requirements • Noise

  13. Hackman & Oldham Job Characteristics Model

  14. The Behavioral Approach Techniques Core job Mental Performance of job design characteristics states Combining Skill variety Motivation tasks Forming natural Quality of work Task identity work units Establishing Turnover Task significance client relationships Vertical loading Absenteeism Autonomy Opening Feedback feedback channels Hackman,RJ & Oldham, G (1980) Work Redesign Addison-Wesley

  15. Job Design Opportunities • Variety • Autonomy • Task Identity • Feedback • Participation • Group Membership

  16. Principles of Workforce Management (i) Match the worker and the job (ii) Clearly define responsibilities of the worker (iii) Set standards of performance (iv) Ensure communications and employee involvement (v) Provide training (vi) Ensure good supervision (vii) Reward people for performance (R.G Schroeder p724)

  17. Autonomy and empowerment Emphasis on Emphasis on commitment and managerial control engagement of staff Staff treated Division of labour as a cost Scientific management Ergonomics Behavioural approaches Staff treated as a Empowerment resource

  18. Case: Southwestern University • Q1 What are the problems ? • Q2 Suggest ways of redesigning the jobs and the organisation which will address the problems ? • Q3 What are the implications for rewards and incentives of the changes proposed ?

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