chapter 17 human resources ii: company policies

Chapter 17Human Resources II:

Company Policies

Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee

© 2010 Pearson Education, Upper Saddle River, NJ 07458.

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Learning Outcomes: Human Resources II: Company Policies Explain the job characteristics

model Discuss the MPS model Describe TQM Outline the PDCA model for

continuous improvement Contrast TQM and reengineering Explain the implementation of the

various work redesign considerations

Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee

© 2010 Pearson Education, Upper Saddle River, NJ 07458.

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Learning Outcomes – Human Resources II: Company Policies Discuss the component for

employee training and development

Explain the purpose of performance evaluation

Discuss programs to retain employees

Identify your MPS in the job characteristics model through self assessment

Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee

© 2010 Pearson Education, Upper Saddle River, NJ 07458.

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Human Resources II:Company Policies

The ProcessDetermining the Job to be Filled

Recruiting and Selection

Basic Concepts of Job Design

Training and Development

Performance Evaluation

Programs to Retain Employees

Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee

© 2010 Pearson Education, Upper Saddle River, NJ 07458.

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Basic Concepts of Job Design Skill Variety – The degree

to which there are a variety of skills to perform.

Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee

© 2010 Pearson Education, Upper Saddle River, NJ 07458.

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Basic Concepts of Job Design Task Identity – The degree

to which one worker is able to do a whole job and identify with it.

Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee

© 2010 Pearson Education, Upper Saddle River, NJ 07458.

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Basic Concepts of Job Design Task significance – The

degree to which work has a significant impact on others in the immediate organization.

Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee

© 2010 Pearson Education, Upper Saddle River, NJ 07458.

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Basic Concepts of Job Design Autonomy – The degree to

which a job offers freedom, independence, and discretion in scheduling work.

Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee

© 2010 Pearson Education, Upper Saddle River, NJ 07458.

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Basic Concepts of Job Design Feedback – The degree to

which a job provides direct information about the employee’s performance.

Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee

© 2010 Pearson Education, Upper Saddle River, NJ 07458.

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Motivating Potential Score The strength of employee needs

provide guidelines for managers. By combining the five characteristics of the job characteristic model into a single index, we can reflect the overall potential for a job to trigger high internal work motivation.

MPS = Skillvariety

Taskidentity+ Task

significance+3

Autonomy Feedbackx x

Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee

© 2010 Pearson Education, Upper Saddle River, NJ 07458.

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Total Quality Management (TQM) Total Quality Management

is a process seeking continuous improvement throughout the organization, involving all employees and driven by customer satisfaction.

Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee

© 2010 Pearson Education, Upper Saddle River, NJ 07458.

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The PDCA Model

Do

Check

Act

A model for continuous improvement:Plan

Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee

© 2010 Pearson Education, Upper Saddle River, NJ 07458.

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Continuous Improvement Reengineering* means

rethinking and redesigning processes to add value to the organization.

* Coined by Michael Hammer

Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee

© 2010 Pearson Education, Upper Saddle River, NJ 07458.

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Work Redesign Considerations Job rotation – This is often

referred to as cross-training. The operator simply moves from one job to another. This may be necessary for health and safety reasons.

Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee

© 2010 Pearson Education, Upper Saddle River, NJ 07458.

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Work Redesign Considerations Job enlargement is a

horizontal expansion of the job.

Job enrichment is a vertical expansion of the job. The operator is involved in planning and decision-making.

Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee

© 2010 Pearson Education, Upper Saddle River, NJ 07458.

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Work Redesign Considerations Work schedules:

flextime shorter workweek

Job sharing: hours are shared by two or more

people. Telecommuting

with the aid of computers, employees work from home.

Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee

© 2010 Pearson Education, Upper Saddle River, NJ 07458.

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Training and Development Orientation training

Introduction to organization’s culture On-the-job training (OJT)

Cross-training Off-the-job training

Audio and videotapes Lectures Role-playing and games Case studies Computer-based training

Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee

© 2010 Pearson Education, Upper Saddle River, NJ 07458.

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Performance Evaluation What is evaluated?

Objective task measurements Behaviors Traits

Who should do the evaluation? Immediate supervisor Peer evaluation Self-evaluation Immediate subordinate(s) 360-degree evaluation

Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee

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Retaining Employees Making the organization a family-

friendly work place. Issues to be addressed:

Single parent families. Workforce is getting older. Both spouses working. Care for elderly. More diversity in the workplace. Better educated workforce

Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee

© 2010 Pearson Education, Upper Saddle River, NJ 07458.

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Summary The proper design of a job is

essential to a worker’s motivation, success and safety. The five characteristics to consider in designing a job are: skill variety. task identity. task significance. autonomy. feedback.

Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee

© 2010 Pearson Education, Upper Saddle River, NJ 07458.

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Summary Total Quality Management

(TQM) seeks continuous improvement throughout the organization, involving all the employees and is driven by customer satisfaction.

Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee

© 2010 Pearson Education, Upper Saddle River, NJ 07458.

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Summary The PDCA Model for TQM is

made up of four parts: plan. do. check. act.

Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee

© 2010 Pearson Education, Upper Saddle River, NJ 07458.

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Summary Work redesign challenges the

organization to improve productivity through job enlargement, job rotation, or job enrichment.

Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee

© 2010 Pearson Education, Upper Saddle River, NJ 07458.

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Summary Flexible work schedules, training

and worker development are important to an organization’s ability to stay competitive.

Performance evaluations can provide the opportunity for feedback and can lead to positive results.