TAILIEUCHUNG - Lecture Human resource management (5/e) - Chapter 4: The analysis and design of work

After reading this chapter, you should be able to: Analyze the work flow process, identifying the output, activities, and inputs in the production of a product or service; understand the importance of job analysis in strategic and human resource management; choose the right job analysis technique for a variety of human resource activities. | 1 The Analysis and Design of Work After reading this chapter, you should be able to: Analyze the work flow process, identifying the output, activities, and inputs in the production of a product or service. Understand the importance of job analysis in strategic and human resource management. Choose the right job analysis technique for a variety of human resource activities. Chapter 4 The Analysis and Design of Work Identify the tasks performed and the skills required in a given job. Understand the different approaches to job design. Comprehend the trade-offs among the various approaches to designing jobs. 4 Chapter Work-flow Analysis Work-flow analysis is useful because it provides a means for the managers to understand all the tasks required to produce a high-quality product as well as the skills necessary to perform those tasks. Work flow analysis includes: analyzing work outputs analyzing work processes analyzing work inputs Developing a Work-Flow Analysis Raw Inputs - material - information Equipment - facilities - systems People - knowledge - skills - abilities ACTIVITY what tasks are required? OUTPUT - product/service - how measured? Organizational Structure Organization structure provides a cross-sectional overview of the static relationship between individuals and units that create the outputs. Two of the most important dimensions of structure are centralization and departmentalization. 1. Centralization is the degree to which authority resides at the top of the organizational chart. 2. Departmentalization refers to the degree to which work units are grouped based upon functional similarity or similarity of workflow. Structural Configuration Functional functional departmentalization high level of centralization high efficiency inflexible insensitive to subtle differences across products, regions, and clients Divisional workflow departmentalization low level of centralization semi-autonomous flexible and innovative sensitive to subtle differences across .

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• Human resources
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• Work flow analysis
• Job analysis methods
• Handbooks of hospitality human resources management
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