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Presenter Name
Nigel Slack, Stuart Chambers & Robert Johnston, 2007
Focus on:
Job Design Decisions Trends in Job Design Work Measurement Basic Compensation Systems and Financial Incentive Plans
Aim is for you to be able to explain the impact of job design on an individual, group and an organisation.
Job design
Definition
The way in which we structure each individuals jobs, the workplace or environment in which they work and their interface with the technology or facilities they use.
What
Where
Geographic locale of the organization; location of work areas
When
Why
Organizational reason for the job; objectives and motivation of the worker
How
Tasks to be performed
dependability
Job design impacts on flexibility cost health and safety quality of working life
Degree of
Specialization
Job Enrichment
(vs. Enlargement)
Nigel Aquilano & Jacobs, 2001 Robert Johnston, 2007 Chase, Slack, Stuart Chambers &
Sociotechnical Systems
Worker/Group Needs
Nigel Aquilano & Jacobs, 2001 Robert Johnston, 2007 Chase, Slack, Stuart Chambers &
Mental states
Meaningfulness' of the job Responsibility and control over the way the job is done
Performance
Motivation Quality of work Turnover
Autonomy Feedback
Absenteeism
Autonomy
Feedback
Job enlargement
How the person interfaces with the physical aspects of his or her workplace
How the person interfaces with the environmental conditions prevalent in his or her immediate working area
Advantages
Leads to monotony Can result in physical injury Disadvantages Is not particularly robust Can reduce flexibility
Work Methods
A Production Process
Method study
Method study is the systematic recording and critical examination of existing and proposed methods of doing work, as a means of developing and applying easier and more effective methods and reducing costs
Nigel Slack, Stuart Chambers & Robert Johnston, 2007
Work measurement
The application of techniques designed to establish the time for a qualified worker to carry out a specified job at a defined level of performance
Work Measurement
Work measurement is a process of analysing jobs for the purpose of setting time standards. Why use it? Schedule work and allocate capacity Motivate and measure work performance Evaluate performance
Provide benchmarks
Work Sampling
Use inference to make statements about work activity based on a sample of the activity Ratio Delay Activity time percentage for workers or equipment
Performance Measurement Relates work time to output (performance index) Time Standards Standard task times
Because work sampling needs only instantaneous observations (made over a longer period), the operator has less chance to influence the findings by changing work method
Nigel Slack, Stuart Chambers & Robert Johnston, 2007
Job performance
Internal Factors
Personal motivation Personal ability
Commissions
Organization-wide Plans
Profit-sharing Gain-sharing Bonus based on controllable costs or units of output Involve participative management
Pay-for-Performance
Paying employees based on their performance - improvements in productivity and quality Pay-for-performance will become increasingly common components of performance management strategies and systems.
Team working
Staff treated as a resource
Nigel Slack, Stuart Chambers & Robert Johnston, 2007
Flexible working
Nigel Slack, Stuart Chambers & Robert Johnston, 2007 Chase, Aquilano & Jacobs, 2001
Automation of heavy manual work Organizational commitment to providing meaningful and rewarding jobs for all employees
Nigel Slack, Stuart Chambers & Robert Johnston, 2007 Chase, Aquilano & Jacobs, 2001
Decoding
Attention Perception Retention
Perception
Retention
Maintain staff commitment, communication and motivation: Communication, Job rotation, Job enlargement (more tasks to do), Job enrichment (involves decision making), empowerment, team-working and flexible working.
Nigel Slack, Stuart Chambers & Robert Johnston, 2007
The End
Nigel Slack, Stuart Chambers & Robert Johnston, 2007