Managing Work Flow and Job Design: Org., Team, & Individual levels of analysis

1. Managing Work Flow and Job Design: Org., Team, & Individual levels of analysis Chapter 2

2. Work: The Organizational Perspective Designing the Organization: Bureaucratic Organizations [Hierarchies] Flat Organizations Boundaryless Organizations

3. Bureaucratic Organizations

4. Flatter Organizations

5. Boundaryless Organizations

6. Other Emerging Org. Forms • Organized around needs of a particular customer or developer group • Virtual organization [temporary alliance of global contractors to design specific products or solve specific needs] • More later on virtual teams

7. Work: The Group Perspective Teams: • Small group of people with complementary skill sets who work together to solve problems or achieve goals • Vital in flat/boundaryless orgs • Foundation of HPWSs [more later]

8. Work: The Group Perspective Types of Teams: • Self-Managed Teams (usually production oriented; members usually cross-trained) • Problem-Solving Teams (usually temporary teams; often comprised of volunteers) • Special-Purpose Teams (e.g., task force; examine complex issues, recommend actions) • Virtual Teams (e.g., global; may work 24/7)

9. Work: The Individual Perspective Performance = Motivation * Ability Motivation: • Energizes, sustains, directs human behavior • If Motivation = 0, Performance = 0

10. Motivation • Two-Factor Theory [now largely debunked] • Motivators―responsibility, achievement • Hygiene factors―working conditions, pay • Work Adjustment Theory [too obvious?] • Maximize fit between employee needs and abilities and the job [duh?! ] • Goal-Setting Theory! • Challenging [hard but attainable] goals better than “do your best” or no goals • Example [in class]

11. Job Characteristics Theory

12. Historical Approaches to Job Design • Work Simplification [Frederick Taylor] • Job Enlargement (horizontal loading) • Job Enrichment (vertical loading) • Job Rotation (variety) • Human Relations Movement & JCT [previous slide] • Team-Based Job Design

13. Multi-disciplinary Approach • Mechanistic • Motivational • Biological • Perceptual motor • Others? • [see supporting materials presented in class]

14. High-Performance Work Systems [HPWSs] • Emerging research investigates efficacy of High Performance Work Systems [HPWSs] or High Involvement Work Systems [HIWSs] that: • Provide organizational structure to facilitate effective use of teams, exchange of information • Maintain dynamic capabilities to allow ongoing structural adaptation/skill development as needed

15. The Flexible Workforce • Core Workers • Contingent Workers • Temporary Employees • Part-Time Employees • Contract Workers • College Interns • Outsourcing/Subcontracting

16. Outsourcing and Offshoring Disadvantages • Could lose control of important activities, particularly during volatile world politics • May lose opportunity to gain knowledge and information helpful to company processes Advantages • Provide better-quality people with most current skills • Cost savings with economies of scale or lower pay abroad • Preserve structure while spinning off labor units

17. Emerging Trends: Flexible Schedules • Flexible Work Hours • Compressed Workweeks • Four 10-hr days or four 12-hr days [tough in CA due to overtime laws; more to follow in Compensation module!  ] • Telecommuting [c/b used in disability accommodation w/ leave if job permits] • Case 3, text, p. 80

18. Emerging Trends: HR Info Systems • Legacy HRIS Applications • HRIS Security, BYOD & Privacy • HRIS Analytics [Bus 152]