Human Resource And Strategy Job Design

Interdependence ofOrganizationaland Human ResourceStrategyHuman Resource andJob DesignOperations ManagementChapter 10CompetitiveStrategy-Domestic,InternationalDemand for skillsand employeesOrganizational ReadinessHumanResourceStrategyAcademy of Management Review 13, 1988, Lengnick-Hall & Lengnick-HallThe Strategic Role of InternationalHRM Constraints on HR StrategyProcessStrategyStaffing policy:Selecting individuals with requisiteskills to do a particular job. Tool for developing andpromoting corporate culture. utStrategySchedulesLocationStrategy18-1Job analysisJob AnalysisThe job description is astatement covering: What a jobholder does How it is done Why it is done.Develop a detailed description of tasksDetermine the relationship of a given jobto othersAscertaining the knowledge, skills, andabilities necessary for successfulperformanceThe job specification is the listing of theminimum acceptable qualifications that anemployee must possess to perform a givenjob successfully.1

Hiring for correct skillsSWA Initial resume screeningInvitation to home office in MilwaukeeUpon arrival, sent to a private area to write acommunication documentIf writing skills are deficient, no interview isgranted.If writing is satisfactory, the applicantcontinues on in the process.Work Schedule OptionsKnown for personnel selection based onpersonalityWe are looking for individuals with thefollowing: A commitment to Customer ServiceSelf-Motivation and Energetic personalityTeam-Oriented qualityAbility to work equally well alone or with othersSense of HumorPositive attitudeFlexibility to work in a dynamic, fast-pacedenvironmentCareersFlextime ScheduleEmployees work during a common core timeperiod but have discretion in forming their totalworkday from hours around the core.1to39to11Compressed workweeksPart-time employmentJob sharing- practice of two or more people splittingNormal 40-hour-a-week job.Job design EnrichmentJob RotationReceptionistData EntryJob enlargement& Assistant2

Job enlargementJob enlargementPull down responsibilitiesfrom aboveHorizontal expansionof job responsibilitiesVertical loadingIncreases job depthHorizontal loadingIncreases job scopePull pre-work inTo improvethis jobrearrange itstask elementsPull later work inPush down orautomate routine tasksJob enrichment checklist Hawthorne StudiesElton Mayo 1927-1932Began with physical and environmentalinfluences on work Remove controls that limitpeople’s discretion in workGrant people the authorityMake people understandaccountabilityAllow people to do “whole” tasksMake performance feedbackavailable LightingHumidityBreaksGroup pressureWorking hoursManagerial leadershipCANE Model of Motivation(Commitment And Necessary Effort)CapabilitiesxAffectMotivationalxTask ValueCommitmentChoicePersistencePersistenceMental EffortEngagementRationalWestern Electric Hawthorne plant at Cicero,IllinoisLater moved to psychological A fully engaged employee:Understands theorganization’s strategicgoals, values, and howemployees fit (rationaldimension)Has an emotionalattachment to theorganization (emotionaldimension)Is motivated and willing toinvest discretionary effortto go above and beyond(motivational dimension) EmotionalMental EffortRichard Clark, Ph.D., USC, 19983

CapabilitiesCANE Model of MotivationCANE Model of Motivation(Commitment And Necessary Effort)(Commitment And Necessary Effort)xAffectxTask ePersistenceMental yMoodxTask ValueCommitmentChoicePersistencePersistenceMental EffortMental EffortMental EffortRichard Clark, Ph.D., USC, 1998CapabilitiesRichard Clark, Ph.D., USC, 1998CANE Model of MotivationCANE Model of Motivation(Commitment And Necessary Effort)(Commitment And Necessary Effort)xAffectxTask tencePersistenceMentalMental EffortEffortTasksignificanceMental EffortRichard Clark, Ph.D., USC, 1998Identifies five job characteristicsThe relationship of the characteristics to personal and work outcomes Skill variety TaskIdentityTask identity Task significance FeedbackHow many different activities requiredThe element of completing a whole oridentifiable piece of workHow much significance the job has inrelation to the work of others, customersatisfaction, or company objectives Autonomy Feedback AutonomyChoicePersistenceSelf-Efficacy SkillvarietyCommitmentUtilityRichard Clark, Ph.D., USC, 1998Core Job CharacteristicsTask Value The degree of freedom in planning andcompleting tasksHow much clear information the individualreceives on the work accomplished4

The Job Characteristics ModelCore jobcharacteristicsSkill varietyCritical psychologicalstatesTask identityExperiencedmeaningfulness of workTasksignificanceExperienced responsibilityfor outcomes of workAutonomyKnowledge of actualresults of workEvery worker wants to knowIndividualWork Outcomes What do you want me to do?High internalwork motivation Why is it important?High growthSatisfaction How do you want me to do it? High generalJob satisfactionHigh workeffectiveness Role/clarityVision and strategyProvide parametersCompetence and capability How well am I doing? What is in it for me? Feedback Measurement and feedbackRewards and recognitionEmployee growth-need strength Knowledge & skill Context satisfactionsWork Redesign Options Team-Based Work DesignsRevisited The Job Characteristics Model (JCM)predicts high performance of groupswhen: Group members use a variety of high levelskills.The group task is a whole and meaningfulpiece of work.Outcomes of the group’s work has significantconsequences for other people.The group has substantial autonomy indeciding how they do the work.Work on the task generates regular,trustworthy feedback.Incentive Systems BonusProfit sharingGain sharingIncentive systemKnowledge-based paysystemsLimitations of Job Expansion Higher costsIndividual preferencesHigher wage ratesSmaller labor poolIncreased accident ratesCurrent technology limitationsEmployee Lifecycle ModelSelectionNew Hireand rDevelopmentCompetenciesPerformance MeasuresRecognition and RewardsOrganizational SupportRodger Stotz, Maritz, Inc. 20075

Generational viewsDefinitionsRecognition Older generation Boomers Once a year evaluationQuarterly or monthly insightsMillenniums Incentives Gen X-Y No news is good newsInstant gratification- need to knowby the minute “Do this, get that”Formula basedPre-announcedFocus: tangible valueSelf-funded “Great Job:DiscretionaryGenerally “after thefact”Focus: PsychicvalueBudgetedReinforcement ofcorporate values isthe primary objectivePrimary objective isorganizationalimprovementDoesn’t necessarily makeperson feel appreciatedor recognizedIndividual Performance Move from PositionPay to People PayNegotiate RewardProgram of mostvalue to theemployeeWojciech Jastrzebowskis1857Outline of ErgonomicsThe Science of WorkWork environment affects Productivity Safety Quality of work lifeLighting, noise, temperature, humidity, Safety Glasses, Steel Toed Shoes, Hearing Protection, etc.6

Techniques to improve workenvironmentThe Visual Workplace Flow diagrams-process charts Provide detail of movement ofmaterials and peopleActivity ChartsMicro-motion chartsOverview of entire operation Performance Key issue: degree to which organized labor canlimit the choices of an international business. Labor concerns: Counter bargaining power with threat tomove jobs off-shore.Keep high-skill work at home and ship lowskill work to foreign plants.Importing employment practices andcontractual agreements from the homecountry. Try to establish international labororganizations.Lobby legislatures to restrictmultinationals.Use United Nations to regulatemultinationals.Efforts havenot beensuccessful.18-14Ten Steps to a Global HumanResource StrategyLabelingColor-codingStrategy of International Labor Charts indicate various measuresKanban indicators for productionHousekeeping International Labor RelationsWhere does the employee fitIt’s a new world for managersPreparing for Global Role isn’t Easy Break all the “local national” glass ceilingsTrace your lifelineBuild a global database to know who andwhere your talent isConstruct a mobility pyramidIdentify your leadership capitalAssess your bench strength and skills gapRecruit regularlyAdvertise your posts internallyInstitute succession planningChallenge and retain your talent(Hal Lancaster, WSJ Europe, June 9, 1998) A Profile is emerging for effectiveglobal leadersCan handle more complexity anduncertainty than domestic managersRelates well with diverse groups of peopleListens more than talksCraves adventure over status quoAccepts more than one way to skin abusiness problemJohn A. Quelch and Helen Bloom7

Expatriate Selection Expatriate failure: Enhance ability to interact with hostcountry nationals.Perceptual ability: Strengthen self-esteem, self-confidenceand mental well-being.Others-orientation: The Expatriate ProblemSelf-orientation: The ability to empathize - understand whypeople in host-country behave the waythey do.Cost of failure is high: Cultural toughness: Premature return of the expatriatemanager to his/her home country.How well an expatriate adjusts to aparticular posting tends to be related to the18-8country of assignment.Estimate - 3X the expatriate’sannual salary plus the cost ofrelocation (impacted by currencyexchange rates and assignmentlocation).18-51. CultureTraining for ExpatriateManagers2. Language3. Practical Cultural: Seeks to foster an appreciation ofthe host-country’s culture.US Multinationals Language: Reason for Expatriate FailureCan improve expatriate’seffectiveness, relate more easilyto culture and fostered a betterfirm image. Practical: Ease into day-to-day life of thehost country.Inability of spouse toadjust.Manager’s inability toadjust.Other family problems.Manager’s personal oremotional immaturity.Inability to cope withlarger overseasresponsibilities. Japanese Firms Inability to cope withlarger overseasresponsibilities.Difficulties with the newenvironment.Personal or emotionalproblems.Lack of technicalcompetence.Inability of spouse toadjust. European Multinationals: Inability of spouse to adjust.18-718-9Key issues in repatriationEthical Aspects of Labor Managing expatriates andbuilding a competitiveadvantage using theknowledge and experienceof expatriates.Helping expatriates managetheir future careers better sothat they can find positionsthat capitalize on the knowledge,skills, and abilities they havebuilt while abroad. TrainingFair PayExploitation Sweat shopsChild laborSupporting repatriates inreintegrating back home ona personal and business level.8

Marketing trainingin UzbekistanEducation Levels Overall educational levels low inCentral America Even lower for women Transportation Honduras 5th gradeCosta Rica secondary schoolNicaragua 6th gradeHas not been a priorityOften quit school for marriage andfamilyApproach with mutual respect andunderstanding the goalAcknowledgementWalkPublic Transportation Understand time schedulesCentral America not as frequent as inEurope9

Building a solid foundation Find proper time period forparticipationOvercome marginal facilities withgood planningDevelop bookletUtilize exercises- be very “handson”Work around transportationavailabilityWilling to accept children inworkshopsReward participationENJOY!10

Layout Strategy Individual Differences Process HR Strategy Job analysis Ascertaining the knowledge, skills, and abilities necessary for successful performance Develop a detailed description of tasks Determine the relationship of a given job to others Job Analysis The job description is a statement covering: What a jobholder does How it is .