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MGT2320 > Chapter 10: Human Resources, Job Design, and Work Measurement > Flashcards

Chapter 10: Human Resources, Job Design, and Work Measurement Flashcards

1
Q

Human Resource Human Resource Strategy

Strategy

A

The objective of a human resource strategy is to manage labour and design jobs so people are effectively and efficiently utilized

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2
Q

Human Resource Strategy: Two expectation

A
  1. People should be effectively utilized within the constraints of other operations management decisions
  2. People should have a reasonable quality of work life in an atmosphere of mutual commitment and trust
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3
Q

Constraints on Human Resource Strategy

look at slide 10 for better explanation

A
  • Product Strategy
  • Schedules
  • Location strategy
  • process strategy
  • individual differences
  • layout strategy
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4
Q

Labour Planning : Employment Stability Policies

)

A
  1. Follow demand exactly

2. Hold Employment Constant

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5
Q

Labour Planning : Follow demand exactly

A
  • Matches direct labour costs to production
  • Incurs costs in hiring and termination, unemployment insurance, and premium wages
  • Labour is treated as a variable cost
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6
Q

Labour Planning : Hold employment constant

A
  • Maintains trained workforce
  • Minimizes hiring, termination, and unemployment costs
  • Employees may be underutilized during slack periods
  • Labour is treated as a fixed cost
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7
Q

Job Design

A

Specifying the tasks that constitute a job for an individual or a group

  1. Job specialization
  2. Job expansion
  3. Psychological components
  4. Self-directed teams
  5. Motivation and incentive systems
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8
Q

Job Expansion

A
  • Adding more variety to jobs
  • Intended to reduce boredom associated with labour specialization
    • Job enlargement
      - Job rotation
      • Job enrichment
        • Employee empowerment
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9
Q

Core Job Characteristics

A

Jobs should include the following characteristics

  1. Skill variety
  2. Job identity
  3. Job significance
  4. Autonomy
  5. Feedback
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10
Q

Self-Directed Teams

A

–Group of empowered individuals working together to reach a common goal
–May be organized for long-term or short-term objectives
Effective because:
-Provide employee empowerment
-Ensure core job characteristics
-Meet individual psychological needs

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11
Q

Self-Directed Teams: To maximize effectiveness, managers should

A
  • Ensure those who have legitimate contributions are on the team
  • Provide management support
  • Ensure the necessary training
  • Endorse clear objectives and goals
  • Financial and non-financial rewards
  • Supervisors must release control
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12
Q

Limitations of Job Expansion

A
  1. Higher capital cost
  2. Individuals may prefer simple jobs
  3. Higher wages rates for greater skills
  4. Smaller labour pool
  5. Higher training costs
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13
Q

Ergonomics and the Work Environment

A
  • Ergonomics is the study of the interface between man and machine
    - Often called human factors
  • Operator input to machines
  • Feedback to operators
  • The work environment
    - Illumination
    - Noise
    - Temperature
    - Humidity
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14
Q

Methods Analysis

A

Focuses on how task is performed

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15
Q

Methods Analysis is used to analyze

A
  1. Movement of individuals or material
    - Flow diagrams and process charts
  2. Activities of human and machine and crew activity
    - Activity charts
  3. Body movement
    - Operations charts
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16
Q

The Visual Workplace

A
  • Use low-cost visual devices to share information quickly and accurately
  • Displays and graphs replace printouts and paperwork
  • Able to provide timely information in a dynamic environment
  • System should focus on improvement
17
Q

Labour Standards

A
  • -Effective manpower planning is dependent on a knowledge of the labour required
  • -Labour standards are the amount of time required to perform a job or part of a job
  • -Accurate labour standards help determine labour requirements, costs, and fair work
  • -Started early in the 20th century
  • -Important to both manufacturing and service organizations
  • -Necessary for determining staffing requirements
  • -Important to labour incentive systems
18
Q

Meaningful Standards Help Determine

A
  1. Labour content of items produced
  2. Staffing needs
  3. Cost and time estimates
  4. Crew size and work balance
  5. Expected production
  6. Basis of wage incentive plans
  7. Efficiency of employees
19
Q

Labour Standards: May be set in four ways:

A
  1. Historical experience
  2. Time studies
  3. Predetermined time standards
  4. Work sampling
20
Q

Historical Experience

A
  • How the task was performed last time
  • Easy and inexpensive
  • Data available from production records or time cards
  • Data is not objective and may be inaccurate
  • Not recommended
21
Q

Time Studies

A
  • Involves timing a sample of a worker’s performance and using it to set a standard
  • Requires trained and experienced observers
  • Cannot be set before the work is performed
22
Q

Time Studies: Steps

A
  1. Define the task to be studied
  2. Divide the task into precise elements
  3. Decide how many times to measure the task
  4. Time and record element times and rating of performance
  5. Compute average observed time
  6. Determine performance rating and normal time
  7. Add the normal times for each element to develop the total normal time for the task
  8. Compute the standard time
23
Q

Rest Allowances

A
  • Personal Time Allowance
  • Delay Allowance
  • Fatigue Allowance
24
Q

Personal Time Allowance

A

4% – 7% of total time for use of restroom, water fountain, etc.

25
Q

Delay Allowance

A

Based upon actual delays that occur

26
Q

Fatigue Allowance

A

Based on our knowledge of human energy expenditure

27
Q

New Tools

A
  • -With PDA software, you can study elements, time, performance rate, and statistical confidence intervals can be created, edited, managed, and logged
  • -Reduces or eliminates the need for data entry
28
Q

Predetermined Time Standards

A
  • -Divide manual work into small basic elements that have established times
  • -Can be done in a laboratory away from the actual production operation
  • -Can be set before the work is actually performed
  • -No performance ratings are necessary
29
Q

Ethics and the Work Environment

A
  • -Fairness, equity, and ethics are important constraints of job design
  • -Important issues may relate to equal opportunity, equal pay for equal work, and safe working conditions
  • -Helpful to work with government agencies, trade unions, insurers, and employees

MGT2320 (8 decks)

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