Chapter 4

Question 1

Work Flow Analysis

Answer 1

process of analyzing necessary tasks to produce a product or service

Question 2

Work flow analysis occurs…..

Answer 2

before allocations and assigns tasks to a particular job/person

Question 3

HRM role in WFA

Answer 3

Decides how to to bundle tasks into discrete jobs

Question 4

Organizational structure

Answer 4

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

Question 5

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

Answer 5

WFA part 2

Question 6

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

Answer 6

WFA part 3

Question 7

Process of analyzing necessary tasks to produce a product or service

Answer 7

work-flow design

Question 8

Activities employees engage in to produce an output

Answer 8

Work-Processes

Question 9

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

Answer 9

Operating procedures

Question 10

Determine how output is generated

Answer 10

Analyzing work processes

Question 11

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

Answer 11

Team-Based job design

Question 12

Used by private equity groups to reduce waste in productions ops

Answer 12

Efficiency Experts

Question 13

Movement that creates no value

Answer 13

Types of waste

Question 14

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

Answer 14

Lean Productions

Question 14

Overburdening specific employees or machines

Answer 14

types of waste =

Question 15

Inconsistent production that leads to excessive inventories

Answer 15

Types of waste

Question 16

Leverages technology plus flexible, well-trained, skilled employees

Answer 16

Lean productions

Question 17

Final stage of work-flow analysis

Answer 17

Analyzing work outputs

Question 18

What is converted into outputs

Answer 18

Raw materials

Question 19

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

Answer 19

Just-in-time inventory

Question 20

Tech and machines that convert inputs into outputs

Answer 20

equipment

Question 21

Employee effort in tasks that convert inputs into outputs

Answer 21

human skills

Question 22

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

Answer 22

capital spending per worker

Question 23

Reducing headcount can violate the principle

Answer 23

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

Question 24

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

Answer 24

Organizational Structure

Question 25

Shows vertical reporting relationships plus horizontal functional responsibilities

Answer 25

Organizational chart

Question 26

Decision making and Departmentalization

Answer 26

2 critical dimensions of organization structure

Question 27

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

Answer 27

Centeralization

Question 28

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

Answer 28

Decentralization

Question 29

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

Answer 29

Departmentalization

Question 30

High-levels of centralization Very efficient with little redundancy

Answer 30

1. Functional Structure

Question 31

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

Answer 31

Divisional Structure

Question 32

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

Answer 32

3 ways to vary an organizational structure

Question 33

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

Answer 33

Divisional Structures

Question 34

May not make decisions in best interest of the company

Answer 34

WARNING: DIVISIONAL STRUCTURE

Question 35

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

Answer 35

FUNCTIONAL STRUCTURES

Question 36

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

Answer 36

characteristics of Functional Structure

Question 37

combines functional and divisional

Answer 37

Middle-of-the-road approach

Question 38

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

Answer 38

Functional Structure Jobs

Question 39

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

Answer 39

Divisional Structure Managers

Question 40

Process of getting detailed info about jobs

Answer 40

Job analysis

Question 41

The building block for HRM

Answer 41

Job Analysis

Question 42

-work redesign

Answer 42

Job Analysis effect

Question 43

Human resource planning

Answer 43

Job Analysis effect

Question 44

selection

Answer 44

Job Analysis effect

Question 45

training and development

Answer 45

Job Analysis effect

Question 46

performance appraisal

Answer 46

Job Analysis effect

Question 47

career planning

Answer 47

Job Analysis effect

Question 48

job evaluation

Answer 48

Job Analysis effect

Question 49

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

Answer 49

Why job analysis is important to line managers

Question 50

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

Answer 50

Why job analysis is important to line managers

Question 51

HR does not ______________________

Answer 51

Hire employees without line managers input

Question 52

Responsible for ensuring that employees are performing satisfactory

Answer 52

Why job analysis is important to line managers

Question 53

Job Descriptions and Job Specifications

Answer 53

2 types of job analysis information

Question 54

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

Answer 54

Job description

Question 55

Knowledge: Factual or procedural info to do task

Answer 55

Job Specifications (KSAOs)

Question 56

Skill: Employees level of proficiency in performing a task

Answer 56

Job Specifications (KSAOs)

Question 57

Ability: More general capability

Answer 57

Job Specifications (KSAOs)

Question 58

other characters: personality traits

Answer 58

Job Specifications (KSAOs)

Question 59

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

Answer 59

6 sources of job analysis information

Question 60

Familiarity and deep knowledge of the job

Answer 60

Subject matters experts

Question 61

To identify what is actually done in the job

Answer 61

Job incumbent

Question 62

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

Answer 62

Supervisors

Question 63

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

Answer 63

Social Networks

Question 64

Customers, external job analysts

Answer 64

any other sources

Question 65

Position analysis Questionnaire

Answer 65

Job analysis methods

Question 66

standardized 190 question job analysis

Answer 66

Position Analysis Questionnaire

Question 67

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

Answer 67

Occupational Information Network(DOT)

Question 68

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

Answer 68

OIN

Question 69

Jobs will change and evolve, Jobs being replaced with gigs

Answer 69

Dynamic elements of job analysis

Question 70

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

Answer 70

Jobs will change and evolve,

Question 71

workers act as private contractors rather than employees

Answer 71

Alternative work arrangements

Question 72

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

Answer 72

BLS (Bureau of Labor Statistics)

Question 73

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

Answer 73

Job Design

Question 74

Changes tasks or way work is performed in an existing job

Answer 74

Job Re-design

Question 75

Roots in classical industrial engineering

Answer 75

Mechanistic Approach

Question 76

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

Answer 76

Mechanistic approach

Question 77

Focus: Identify simplest way to structure work to maximize efficiency

Answer 77

Mechanistic Approach

Question 78

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

Answer 78

Mechanistic Approach

Question 79

Hire employees on ability to do the job the "One best way"

Answer 79

Mechanistic Approach

Question 80

Incentive: monetary

Answer 80

Mechanistic Approach

Question 81

Task Specialization, skill simplification, repetition

Answer 81

Mechanistic Approach

Question 82

Roots in organizational psychology and management literature

Answer 82

Motivational Approach

Question 83

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

Answer 83

Motivational Approach

Question 84

Incentive: meaning in work

Answer 84

motivational approach

Question 85

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

Answer 85

Motivational Approach

Question 86

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

Answer 86

Motivational Approach

Question 87

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

Answer 87

Biological Approach

Question 88

Interface between employees physiology and physical work environment

Answer 88

Ergonomics

Question 89

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

Answer 89

Biological Approach

Question 90

in mechanistic approach - Decreases cognitive demands on employees

Answer 90

perpetual motor approach

Question 91

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

Answer 91

perpetual motor approach