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    Human Redesign of Work Systems

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    Role analysis, Job design and job analysis and their importance, Job enrichment, Job enlargement, Job rotation, cross training concepts of strategic human resource management are explained in detail.

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    Human Redesign of Work Systems

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    yogakn
    282 views22 pages
    Role analysis, Job design and job analysis and their importance, Job enrichment, Job enlargement, Job rotation, cross training concepts of strategic human resource management are explained in detail.

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    Role analysis, Job design and job analysis and their importance, Job enrichment, Job enlargement, Job rotation, cross training concepts of strategic human resource management are explained in detail.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    282 views22 pages

    Human Redesign of Work Systems

    Uploaded by

    yogakn
    Role analysis, Job design and job analysis and their importance, Job enrichment, Job enlargement, Job rotation, cross training concepts of strategic human resource management are explained in detail.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 22

    Human redesign of work systems

    Dr.S.Yogananthan

    Contents

    Introduction
    Work systems
    Job specializations in designs
    Job characteristics model
    Core job characteristics
    Building designs A strategic concern
    Workers need
    Redesign
    Nature of task interdependence
    Outsourcing & Offshoring
    Mergers & Acquisitions
    Managing the change
    Summary

    Objectives

    To learn the basic concepts of work system


    and its components
    Identifying the importance of designs and
    needs for redesigning
    Learning various types of job designs and its
    advantages
    Role of task interdependance
    Mergers and acquisitions in work design
    Learn to manage change
    Summary

    Introduction

    Growing needs over span of time, to design / re


    design, recognized by SHRM domain.
    Possible solutions are sought to address the
    prevailing constraints of organization in terms of
    process and results.
    Differences in climate between domestic and
    international organizations feed more fuel to
    activate SHRM to play pivoting role to strategize
    designing.
    Win- win strategies are most welcome which
    would be appreciable for employer- employee
    framework.

    Model of work systems


    Achieved
    Outcome
    (of worker)

    Planned
    Outcome
    (of worker)
    Work Systems
    Planned Outcome= Achieved
    Outcome

    Interface with
    other jobs/
    domains

    Reference: Jeffrey Mello, Chapter 6, Strategic Human Resource Management, Cengage


    learning, Page 247- 284.

    Exercise 1

    Identify any three jobs and measure their


    achieved outcome against planned outcome
    by using existing PMS norms/ methods.
    If interface / cusp jobs are identified, lookout
    for structural complexities in measuring the
    actual performance.
    Arise the scenario of area of re configuration
    needed to bring a balanced work system.

    Building designs A strategic concern


    Job specializations

    Purpose:

    To augment the job design to yield more productivity / performance


    To narrow down the jobs into more creative, efficient and effective
    ones
    To create more layers, in case of , emergence of new developments
    due to technological, structural, environmental factors
    To cut down the unnecessary or less strategic positions / layers

    Types:

    Job

    Enlargement
    Job Rotation
    Job Enrichment
    Vertical loading

    Magnifying roles - horizontal

    Job Enlargement : Enhancing the job by adding


    more relevant & interdependent roles,
    responsibilities. Accentuate knowledge and
    performance, learn the business more are
    presumed outcomes. In other sense, providing
    relative horizontal autonomy or degree of freedom
    in the given job profile.

    Examples : 1. HR Recruitment & Selection manager given the added


    portfolio of Training & Development. 2. Logistic manager (Karnataka)
    given the added portfolio of Tamilnadu zone.

    Job Rotation: is a sub division which lets an


    individual to enter & enable into new job roles
    /locations without increase in volume unlike the
    job enlargement.

    Magnifying roles - vertical

    Job Enrichment : Providing more relative


    vertical autonomy or degree of freedom which
    gives greater insights and infuse more
    expertise into the given job. Individuals
    creativity and exercise of freedom brings
    widening of horizons of jobs.

    Examples: Film / Music directors, R & D scientists, Web


    designers, trainers & coaches.

    Vertical loading: it seems to be a sub division of


    job enrichment design, which adds more
    responsibility/accountability of immediate superior
    hierarchy or supervisor.

    Exercise 2

    Identify a job to apply all these job


    specialization methods by considering the
    following.

    Job descriptions
    Job specification
    Roles, duties and responsibilities

    Design new job profile (look for


    recommendations from previous slides)
    To understand the impact , compare pre and
    post status

    Job Characteristics Model

    Reference: Jeffrey Mello, Chapter 6, Strategic Human Resource Management, Cengage


    learning, Page 247- 284.

    5 Vital Job Characteristics

    Skill variety
    The

    nature of (ingredient) skills required to complete / achieve the task,


    owned by worker

    Task identity
    Identifying

    the congruencies and complexities of task (as it belongs to


    system) to be matched with employee

    Task significance
    Realizing the value and importance of work in configuration with its
    functional alignment with departmental / organizational structure

    Autonomy
    At own discretion, the level of proactive involvement ahead of existing
    contours of job profile

    Feedback

    112

    State of realization of both quantitative and qualitative outcome of


    work, expressed in sense of achievement / explanation / remarks /
    opinions/ recommendation, etc.

    Resolving workers needs

    Changing trends in demographics and lifestyle

    Largely influenced by :- Age groups, races, religion, physical abilities, sexual


    orientation, marital & family status. The solutions are given below.
    Changes to be adopted in:- hiring & recruitment practices, redefined /
    periodically updated PMS, dynamic compensation system, career
    development prospects

    Strategic WLB (work life balance) programs to uplift the quality of


    professional & personal lives
    Setting up of boosting environment for representation or voice of
    workers, which lets individuals degree of freedom of creativity /
    needs / concern towards development of work. Legal
    recommendations are given below.
    Legitimate framework which offers guidance and regulation are:
    1. Union,
    2. OSHA (occupational safety and health act by 1970, ILO recommendations),
    3. Ergonomics the science of work which bridges worker, work and
    environment

    Nature of interdependence of tasks


    Types of interdependence of tasks
    Pooled: team of members required for the
    completion of task , at the same time, autonomy
    of each jobs exercised.

    Sequential: different teams or departments are


    required towards completion as phase wise.

    Example: Offering bank loan

    Example: Assembly line of automobile factory

    Reciprocal : all players are needed in a complex


    arrangement of regular / emerging needs.

    Example: Editorial team of Newspaper / TV, players


    of basket ball team,

    Exercise 3

    Identify 3 examples of each types of task


    interdependence with citation of their job
    roles.
    Identify the various emerging formats, if is
    there any?

    Redesign of existing work design

    Re engineering / Re structuring: considering


    the various facts and requisites, organizations
    re engineer or re structure the existing work
    designs. The following recommendations are
    considered.

    Reducing / cutting down of unnecessary / no value


    jobs
    Delayering of certain traditional hierarchies
    Outsourcing / offshoring the tasks
    Consolidation of work streams
    Creating new divisions of specialization
    Crafting more cross functional team

    Exercise 4

    Identify any two recommendations and


    formulate a new hypothetical situation
    Study the pre / post status
    Consolidate your recommendations , in case,
    if the solutions are not appreciable, start the
    exercise again

    Choice of outsourcing /offshoring

    Organizations pick these choices, to augment


    the organizational capacity & strength, to
    obtain edge over competitors
    Usually outsourcing gives cost effectiveness
    and letting the company to concentrate on
    their core/critical strengths. It may be based
    upon easy access / availability.
    Offshoring must be cleared & approved
    legally by concerned governments and legal
    framework and advantages are 24 x 7, low
    cost cum high professional delivery (like call
    centers), etc.

    Mergers & Acquisitions


    They

    are the options for the following


    objectives:

    Saturation in domestic market and prevailing cut throat


    competition
    Escaping the risks of domestic economic slowdown

    Attractive

    Consolidation of growth of company in domestic and foreign


    soil

    Gaining International / MNC brand values / image

    market situation overseas and new


    market/customer base

    Two

    119

    thirds of mergers fail

    Due to mismatch of contours of Culture, WLB of


    Human Resource apart from PEST factors

    Managing the change


    Change is Improvement:
    Change should be administered periodically
    based upon emerging needs / trends
    Change should be forecasted, designed,
    validated, implemented, evaluated and absorbed
    or reformed as a dynamic process with support
    of Employer Employee framework
    Strategic HRM plays a vital role in pivoting a
    dynamic process to bring the concepts of
    change management in designing / re designing
    work systems
    Examples: IBM, Wal-Mart, Google.

    Summary

    SHRM identified the growing importance in re


    designing the roles of human resource to
    meet growing needs over span of time.
    Job characteristic model and specialization
    concepts yield solutions.
    For example, Enlargement & Enrichment
    designs duly fulfills loop holes and vacuum
    created in recent corporate scenario.
    Complexity of tasks are identified along with
    change recommendations.

    Reference

    Jeffrey. A. Mello, Text book on SHRM, Cengage


    learning, Indian Edition, 2001, 7th reprint
    edition.
    Michael Armstrong, Armstrongs handbook of
    SRHM, Kogan page, 5th edition.
    Gary Dessler, Chapter 3, Strategic Human
    Resource Management and the HR Scorecard.
    Kaplan, R., & Norton, D. (2001). The strategyfocused organization: How balanced scorecard
    companies thrive in the new business
    environment. Boston: Harvard Business
    School Press.

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