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HRM > hrm notes 4 > Flashcards

hrm notes 4 Flashcards

1
Q

Work Flow Design

A

Process of analyzing tasks necessary for production of a product or service.

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2
Q

Position

A

Set of job duties performed by a particular person.

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3
Q

Job

A

Set of related duties

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4
Q

Developing a work flow analysis

A

Raw inputs, equipment, human resources, then activity, then output.

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5
Q

Centralized

A

one person responsible for all decisions for the company… typically used for small businesses

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6
Q

Decentralized

A

decision making is divided at most/all levels between several individuals… relies on team decision making environment

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7
Q

Functional

A

organization is structured based on what responsibilities individuals within the company have

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8
Q

Product or Customer

A

configuration of an organization, which breaks down the company into divisions that are self-contained

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9
Q

Job Analysis

A

: the process of getting detailed information about jobs.

: The output of a job analysis are job descriptions and job specifications

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10
Q

Job Description

A

A list of the tasks, duties, and responsibilities (TDRs) that a particular job entails.

  • > Job title
  • > brief description of TDRs
  • > list of essential duties when detailed specs of the tasks involved in carrying out each duty
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11
Q

Job specification

A

list of knowledge, skills, abilities, and other characteristics (KSAO) needed to perform a particular job…

  • > Knowledge: factual or procedural information necessary for successfully performing a task
  • > Skill: an individual’s level of proficiency at performing a particular task
  • > Ability: a general enduring capability that an individual possesses
  • > Other Characteristics: job-related licensing, certifications, or personality traits
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12
Q

(Sources of Job information) Incumbents

A

people who currently hold the position in the organization

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13
Q

Dictionary of Occupational Titles (DOT)

A

published by Department of Labor

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14
Q

Occupational Information Network (O*NET)

A

an online job description database developed by the Labor Department

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15
Q

Position Analysis Questionnaire (PAQ)

A

standardized job analysis questionnaire containing 194 questions about work behaviors, work conditions, and job characteristics that apply to a wide variety of jobs… key sections:

  1. information input,
  2. mental processes,
  3. work output,
  4. relationships with others,
  5. job context,
  6. other characteristics
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16
Q

Fleishman Job Analysis System

A 
Job analysis technique that asks subject-matter experts (typically job incumbents) to evaluate a job in terms of the abilities required to perform the job. 52 categories
Categories of Abilities:
1. Written Comprehension
2. Deductive reasoning
3. Manual Dexterity
4. Stamina
5. Originality
17
Q

Importance of Job Analysis

A
  • is so important to HRM that it has been called building block of all HRM functions
  • alsoimportant for a legal standpoint
  • almost all HRM programs require some type of information determined by job analysis
  • work redesign, HR planning, selection, training, performance appraisal, career planning, job evaluation
18
Q

Job Design

A

the process of defining how work will be performed and what tasks will be required in a given job

19
Q

Job Redesign

A

A similar process that involves changing an existing job design.
To effectively design a job, he must understand
- The job itself (through job analysis) and
- Its place in the unites work flow (work flow analysis)

20
Q

Job Design Characteristic Model

A

A model that shows how to make jobs more motivating is the Job Characteristics Model, developed by Richard Hackman and Greg Oldham.

  1. Skill variety—The extent to which a job requires a variety of skills to carry out the tasks involved.
  2. Task identity—The degree to which a job requires completing a “whole” piece of work from beginning to end (for example, building an entire component or resolving a customer’s complaint).
  3. Task significance—The extent to which the job has an important impact on the lives of other people.
  4. Autonomy—The degree to which the job allows an individual to make decisions about the way the work will be carried out.
  5. Feedback—The extent to which a person receives clear information about performance effectiveness from the work itself.
21
Q

(Designing Job Design) Job Enlargement

A

Broadening types of tasks performed in a job

22
Q

Job Extension

A

Enlarging jobs by combining several relatively simple jobs to form a job with a wider range of tasks

23
Q

Job Rotation

A

Enlarging jobs by moving employees among several different jobs

24
Q

Job Enrichment

A
  • Empowering workers by adding more decision-making authority to jobs.
  • Based on Herzberg’s theory of motivation.
  • Individuals motivated more by intrinsic aspects of work.
  • giving an employee additional responsibilities previously reserved for his manager or other higher-ranking positions.
  • gives employee greater satisfaction
25
Q

Self-Managing Work Teams

A
  • Have authority for an entire work process or segment
  • Team members motivated by autonomy, skill variety, and task identity.
  • when teams are self-managed and team members are highly involved in decision making, teams are more productive, employees more satisfied, and managers are more pleased with performance.
26
Q

(Flexible Work Schedules) Flextime

A

A scheduling policy in which full-time employees may choose starting and ending times within guidelines.

27
Q

Job Sharing

A

A work option in which two part-time employees carry out tasks associated with a single job.

28
Q

Telework Job Design

A

The broad term for doing one’s work away from a centrally located office. AKA Work from home

  • Advantages to employers include
  • Less need for office space
  • Greater flexibility to implement for managerial, professional, or sales jobs.
  • Difficult to set up for manufacturing workers.
  • Flexibility to employees with special needs
29
Q

Ergonomics

A
  • Study of interface between individuals’ physiology and characteristics of physical work environment.
  • Goal is to minimize physical strain on the worker by structuring physical work environment around the way the human body works
30
Q

Approaches to Job Design

A

Design for Efficiency (Industrial Engineering)

Design for Motivation

  • Job enlargement
  • Job Enrichment
  • Teamwork
  • Flexibility

Design for Safety and Health
-Ergonomics

Design for Mental Capacity

  • Filtering Information
  • Clear Displays and instructions
  • Memory aids

HRM (3 decks)

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