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Chapter 4
The Analysis and Design
of Work

Human Resource Management

Gaining A Competitive Advantage
THIRTEENTH EDITION
Raymond Noe, John Hollenbeck, Barry
Gerhart, Patrick Wright

© McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC.
 Learning Objectives
4-1 Analyze an organization’s structure and work-flow
process, identifying the output, activities, and inputs in
the production of a product or service.
4-2 Understand the importance of job analysis in strategic
human resource management.
4-3 Choose the right job analysis technique for a variety of
human resource activities.
4-4 Identify the tasks performed and the skills required in a
given job.
4-5 Understand the different approaches to job design.
4-6 Comprehend the trade-offs among the various
approaches to designing jobs.
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 Introduction
There is no “one best way” to design jobs and structure
organizations.
Organizations need to create a fit between environment,
competitive strategy, and philosophy and its jobs and
organizational design.
Failing to design effective organizations and jobs has
important implications for competitiveness.

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 Work-Flow Analysis and Organization
Structure 1

Work-Flow Design:
• Important in understanding how to bundle tasks into discrete
jobs.

Organization Structure:
• Need to understand how jobs at different levels relate.

LO 4-1
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 Work-Flow Analysis and Organization
Structure 2

Work-Flow Analysis:
• A means to understand all tasks required to produce high-quality
products, and the skills necessary to perform those tasks.

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 Figure 4.1 Developing a Work–Unit Activity
Analysis

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 Work-Flow Analysis and Organization
Structure 3

Work-Flow Analysis
• Analyzing work outputs:
• Can be a product or service.

• Must also specify standards for quantity or quality of outputs:

• Can create challenges for how to efficiently process inputs to generate

outputs.

• Must decided whether to produce whole output or just parts.

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 Work-Flow Analysis and Organization
Structure 4

Work-Flow Analysis
• Analyzing work processes:
• Determine how output is generated (operating procedures).

• Team-based job design.

• Efficiency experts can improve work-flow processes.

• Lean production.

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 Employee Motivation
This job may look tedious or possibly even uninteresting.
Considering how to engage employees in seeing the benefits
of their work outside of the lab is an important way to
motivate them through their day.

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 Work-Flow Analysis and Organization
Structure 5

Work-Flow Analysis
• Analyzing work inputs:
• Raw materials.

• Just-in-time inventory.

• Equipment.

• Technology improves human operators.

• Human skills.

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 Work-Flow Analysis and Organization
Structure 6

Organization Structure
• Dimensions of structure:
• Centralization.

• Departmentalization.

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 Work-Flow Analysis and Organization
Structure 7

Organization Structure
• Structural configurations:
• Functional structure.

• High levels of centralization.

• Very efficient with little redundancy.

• Divisional structure.

• Low levels of centralization.

• More flexible and innovative.

• Not efficient.

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 Figure 4.2 The Functional Structure

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© McGraw Hill, LLC SOURCE: Adapted from J. A. Wagner and J. R. Hollenbeck, Organizational Behavior: Securing Competitive Advantage, 3rd ed. (New York: Prentice Hall, 19 98). 14
 Figure 4.3 Divisional Structure: Product
Structure

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© McGraw Hill, LLC SOURCE: Adapted from J. A. Wagner and J. R. Hollenbeck, Organizational Behavior: Securing Competitive Advantage, 3rd ed. (New York: Prentice Hall, 19 98). 15
 Figure 4.4 Divisional Structure:
Geographic Structure

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© McGraw Hill, LLC SOURCE: Adapted from J. A. Wagner and J. R. Hollenbeck, Organizational Behavior: Securing Competitive Advantage, 3rd ed. (New York: Prentice Hall, 19 98). 16
 Figure 4.5 Divisional Structure: Client
Structure

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© McGraw Hill, LLC SOURCE: Adapted from J. A. Wagner and J. R. Hollenbeck, Organizational Behavior: Securing Competitive Advantage, 3rd ed. (New York: Prentice Hall, 19 98). 17
 Work-Flow Analysis and Organization
Structure 8

Organization Structure
• Variations in an organization’s structure:
• Keep subunits small.

• Divisional structures more flexible and innovative but not very

efficient.
• May not make decisions in best interests of the company.

• In functional structures, there can be a disconnect between

perceived needs of front-line workers and management.
• Little opportunity for self-cannibalization or rogue units.

• Most appropriate in stable, predictable environments.

• “Middle-of-the-road” approach.
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 Work-Flow Analysis and Organization
Structure 9

Organization Structure
• Structure and the nature of jobs:
• Jobs in functional structures need to be narrow and highly
specialized.

• Managers of divisional structures often need to be more

experienced or high in cognitive ability relative to managers of
functional structures.

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 Job Analysis 1

The Importance of Job Analysis:

• Work redesign.

• Human resource planning.

• Selection.

• Training and development.

• Performance appraisal.

• Career planning.

• Job evaluation.

LO 4-2
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 Job Analysis 2

The Importance of Job Analysis to Line Managers:

• Must have detailed information about all jobs in work group to
understand work-flow process.
• Need to understand the job requirements to make intelligent
hiring decisions.
• Are responsible for ensuring each individual is performing
satisfactorily.
• Must ensure work is being done safely.

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 Job Analysis 3

Job Analysis Information:

• Nature of information.
• Job descriptions.

• Tasks, duties, and responsibilities (TDRs).

• Need effective balance between breadth and specificity.

• Job specifications.

• Knowledge, skills, abilities, and other characteristics (KSAOs).

• Not directly observable.

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 Job Analysis 4

Job Analysis Information:

• Sources of job analysis information.
• Subject-matter experts.

• Job incumbent.

• Supervisors.

• Social networks.

• Other sources may be customers, external job analysts.

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 Figure 4.6 Social Network within an
Organization

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 Job Analysis 5

Job Analysis Methods:

• Position Analysis Questionnaire (PAQ).
• Information input.

• Mental processes.

• Work output.

• Relationships with other persons.

• Job context.

• Other characteristics.

LO 4-3
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 Table 4.2 Overall Dimensions of the
Position Analysis Questionnaire
Dimensions of Position Analysis Questionnaire:
• Decision/communication/general responsibilities.
• Clerical/related activities.
• Technical/related activities.
• Service/related activities.
• Regular day schedule versus other work schedules.
• Routine/repetitive work activities.
• Environmental awareness.
• General physical activities.
• Supervising/coordinating other personnel.
• Public/customer/related contact activities.
• Unpleasant/hazardous/demanding environment.
• Nontypical work schedules.

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 Job Analysis 6

Job Analysis Methods

• The Occupational Information Network (O*NET).
• Uses a common language that generalizes across jobs to describe
abilities, work styles, work activities, and work context required for
various occupations.

• Criticized for being poorly coordinated and redundant and laced

with jargon that is difficult for nonspecialists to understand.

• Accurately describes requirements for jobs.

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 Job Analysis 7

Dynamic Elements of Job Analysis:

• Jobs change and evolve over time.
• Job analysis process must also detect changes in nature of jobs.

• “Jobs” being replaced by “gigs.”

• Workers act as private contractors.

LO 4-4
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 Job Design 1

It is the process of defining how work will be performed and

tasks required in a given job.
• Job redesign.
• Changing tasks or way work is performed in existing job.

• Four basic approaches:

1. Mechanistic.

2. Motivational.

3. Biological.

4. Perceptual-motor.

LO 4-5 & LO 4-6

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 Job Design 2

Mechanistic Approach:
• Identify simplest way to structure work to maximize efficiency.

• Scientific management.
• Workers are trained in the “one best way” to do job, then selected
on their ability to do the job.

• Monetary incentives.

• Reduces need for high-ability individuals.

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 Job Design 3

Mechanistic Approach:
• Focuses on psychological and motivational potential of a job.

• Attitudinal variables are most important.

• Job Characteristics Model.

• Skill variety.
• Task identity.
• Autonomy.
• Feedback.
• Task significance.

• Job gentrification.
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 Job Design 4

Biological Approach:
• Goal is to minimize physical strain by structuring the physical
work environment around how the body works.
• Also called ergonomics.

• Applied to redesigning equipment for jobs that are physically

demanding.
• Sitting or standing for long periods can be damaging.

• Has positive psychological effects by providing climate that

values safety and health.

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 Job Design 5

Perceptual-Motor Approach:
• Design jobs that don’t exceed people’s mental capabilities and
limitations.
• Information overload can detract from performance.
• Absence presence results when interacting with multiple media.

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 End of Main Content

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