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HRM Final > Chapter 4 > Flashcards

Chapter 4 Flashcards

Analysis and Design of work

1
Q

Work Flow Analysis

A

process of analyzing necessary tasks to produce a product or service

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2
Q

Work flow analysis occurs…..

A

before allocations and assigns tasks to a particular job/person

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3
Q

HRM role in WFA

A

Decides how to to bundle tasks into discrete jobs

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4
Q

Organizational structure

A

stable, formal network of vertical and horizontal interconnections among all jobs

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5
Q

A means to understand all tasks required to produce high-quality products plus necessary skills to perform those tasks

A

WFA part 2

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6
Q

Identify outputs of work, specify the quality and quantity standards, analyze processes and inputs necessary to produce outputs at these standards

A

WFA part 3

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7
Q

Process of analyzing necessary tasks to produce a product or service

A

work-flow design

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8
Q

Activities employees engage in to produce an output

A

Work-Processes

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9
Q

Specify how things should be done at each stage in producing the output-includes every task

A

Operating procedures

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10
Q

Determine how output is generated

A

Analyzing work processes

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11
Q

Provides a wider skill set
enables team members to back each other up
avoid employee overload though sharing work
Fail-safe to catch errors

A

Team-Based job design

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12
Q

Used by private equity groups to reduce waste in productions ops

A

Efficiency Experts

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13
Q

Movement that creates no value

A

Types of waste

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14
Q

Manufacture goods (outputs) with minimum amount of time, materials, money, and people

A

Lean Productions

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14
Q

Overburdening specific employees or machines

A

types of waste =

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15
Q

Inconsistent production that leads to excessive inventories

A

Types of waste

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16
Q

Leverages technology plus flexible, well-trained, skilled employees

A

Lean productions

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17
Q

Final stage of work-flow analysis

A

Analyzing work outputs

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18
Q

What is converted into outputs

A

Raw materials

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19
Q

Minimizes stockpiles to increase efficiency but may create lack of flexibility (cod efficiency is measured in days

A

Just-in-time inventory

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20
Q

Tech and machines that convert inputs into outputs

A

equipment

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21
Q

Employee effort in tasks that convert inputs into outputs

A

human skills

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22
Q

amount of money invested in equipment
-technology improves human operators but does not eliminate jobs

A

capital spending per worker

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23
Q

Reducing headcount can violate the principle

A

Issue with which employee can do the best work for the lowest cost

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24
Q

Cross sections overview of static relationships between employees units that create outputs

A

Organizational Structure

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25
Q

Shows vertical reporting relationships plus horizontal functional responsibilities

A

Organizational chart

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26
Q

Decision making and Departmentalization

A

2 critical dimensions of organization structure

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27
Q

Decision making
1____________: Decision making made at the top of organization chart

A

Centeralization

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28
Q

Decision making:
2__________: Decision making distributed throughout lower levels of org chart

A

Decentralization

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29
Q

Degree to which work units are grouped on functional similarity or work flow similarity

A

Departmentalization

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30
Q

High-levels of centralization
Very efficient with little redundancy

A
  1. Functional Structure
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31
Q

Low levels of centralization
good for homogeneous customer base
Each division acts like separate, sufficient, semi-autonomous organization in and of itself
More flexible and innovative
NOT Efficient

A

Divisional Structure

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32
Q

Divisional Structures, Functional Structures, Middle-of-the-road structures

A

3 ways to vary an organizational structure

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33
Q

More flexible and innovative but not very efficient due to redundancies across divisions

A

Divisional Structures

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34
Q

May not make decisions in best interest of the company

A

WARNING: DIVISIONAL STRUCTURE

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35
Q

CAN HAVE DISCONNECT BETWEEN PERCEIVED NEEDS OF FRONT LINE WORKERS AND MANAGEMENT

A

FUNCTIONAL STRUCTURES

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36
Q

Little opportunity for self-cannibalization or rouge units
Good for company competing costs
Best used in stable and predictable environments: demand for resources can be anticipated and jobs better coordinated due to standardization

A

characteristics of Functional Structure

37
Q

combines functional and divisional

A

Middle-of-the-road approach

38
Q

Must be narrow and highly specialized
employees have little decision making authority or responsibility for managing and coordination

A

Functional Structure Jobs

39
Q

Must be more experienced or higher in cognitive ability than managers in functional structures

A

Divisional Structure Managers

40
Q

Process of getting detailed info about jobs

A

Job analysis

41
Q

The building block for HRM

A

Job Analysis

42
Q

-work redesign

A

Job Analysis effect

43
Q

Human resource planning

A

Job Analysis effect

44
Q

selection

A

Job Analysis effect

45
Q

training and development

A

Job Analysis effect

46
Q

performance appraisal

A

Job Analysis effect

47
Q

career planning

A

Job Analysis effect

48
Q

job evaluation

A

Job Analysis effect

49
Q

Need detailed information about all jobs in their work group in order to understand work-flow process

A

Why job analysis is important to line managers

50
Q

must understand the job requirements in order to make intelligent hiring decisions

A

Why job analysis is important to line managers

51
Q

HR does not ______________________

A

Hire employees without line managers input

52
Q

Responsible for ensuring that employees are performing satisfactory

A

Why job analysis is important to line managers

53
Q

Job Descriptions and Job Specifications

A

2 types of job analysis information

54
Q

-Lists tasks, duties, and responsibilities (TDRs) of a job
- observable actions
- Effectively balance between breadth and specificity

A

Job description

55
Q

Knowledge: Factual or procedural info to do task

A

Job Specifications (KSAOs)

56
Q

Skill: Employees level of proficiency in performing a task

A

Job Specifications (KSAOs)

57
Q

Ability: More general capability

A

Job Specifications (KSAOs)

58
Q

other characters: personality traits

A

Job Specifications (KSAOs)

59
Q

Subject-matter expert
Job incumbent
Supervisors
Social networks
Any other sources

A

6 sources of job analysis information

60
Q

Familiarity and deep knowledge of the job

A

Subject matters experts

61
Q

To identify what is actually done in the job

A

Job incumbent

62
Q

Review info provided by job incumbent
-check and balance to ensure what is actually done matches what is supposed to be done

A

Supervisors

63
Q

To identify who is talking to whom from a perspective
- occur due to limitations of formal structure in not anticipating
-organic and often chaotic

A

Social Networks

64
Q

Customers, external job analysts

A

any other sources

65
Q

Position analysis Questionnaire

A

Job analysis methods

66
Q

standardized 190 question job analysis

A

Position Analysis Questionnaire

67
Q

The 1930s helped the public employment system link skill demand and skill supply in the United States workforce
- Used fixed titles and narrow task descriptions
- replaced in 1998 by DOL (DEPT of labor) with O*net

A

Occupational Information Network(DOT)

68
Q

uses common language generalized across jobs to describe abilities, work styles, work activities, and work context required for various occupations

A

OIN

69
Q

Jobs will change and evolve, Jobs being replaced with gigs

A

Dynamic elements of job analysis

70
Q

Job analysis process must also be able to detect changes in nature of jobs

A

Jobs will change and evolve,

71
Q

workers act as private contractors rather than employees

A

Alternative work arrangements

72
Q

Only 10% of U.S. workers decreased in last decade

A

BLS (Bureau of Labor Statistics)

73
Q

Process of defining how work will be performed and tasks required in a given job

A

Job Design

74
Q

Changes tasks or way work is performed in an existing job

A

Job Re-design

75
Q

Roots in classical industrial engineering

A

Mechanistic Approach

76
Q

maximize productivity through scientific approach to job design=”One best way”

A

Mechanistic approach

77
Q

Focus: Identify simplest way to structure work to maximize efficiency

A

Mechanistic Approach

78
Q

Reduce complexity so that anyone can be trained quickly easily to perform it

A

Mechanistic Approach

79
Q

Hire employees on ability to do the job the “One best way”

A

Mechanistic Approach

80
Q

Incentive: monetary

A

Mechanistic Approach

81
Q

Task Specialization, skill simplification, repetition

A

Mechanistic Approach

82
Q

Roots in organizational psychology and management literature

A

Motivational Approach

83
Q

Focus: Job Characteristics that affect psychological and motivational potential of a job

A

Motivational Approach

84
Q

Incentive: meaning in work

A

motivational approach

85
Q

Job Characteristics Model:
Skill Variety
task identity
autonomy
feedback
task significance: most important- most likely to motivate performance

A

Motivational Approach

86
Q

Challenge: Job Gentrification
- Well educated employees who see meaning in their work will take “nonprofessional jobs”

A

Motivational Approach

87
Q

Biochemical (study of body movements) work physiology, and occupational medicine

A

Biological Approach

88
Q

Interface between employees physiology and physical work environment

A

Ergonomics

89
Q

Focus: Minimize physical strain by structuring the physical work environment around how the body works

A

Biological Approach

90
Q

in mechanistic approach
- Decreases cognitive demands on employees

A

perpetual motor approach

91
Q

Focus: Design jobs to reduce information processing requirements “Least capable worker”

A

perpetual motor approach

HRM Final (6 decks)

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