Assignment 94

School/ Department Name: SCHOOL OF BUSINESS

Course Name: WORKFORCE PLANNING

Course Code: 16SHRB214

Instructor Name: Rupali Bhagat

Assessment – 2

Exam Date: Week-9/10

Exam Time: In Class

Exam Location: MS Teams

Duration: 20 -25 minutes for each presentation

Student’s Name:____________________________________________________

Student ID No:____________________________________________________

Section:___________________________________________________________

INSTRUCTIONS

· You should strictly follow ACK style guide

· You can have 10-15 slides (for groups and teams you should preferably have more slides to show your research as a team.

· Understand the rubric before answering the cases/ questions

· The first slide should be the cover slide followed by table of content.

· This is a group (maximum 2 members in a group) or an individual presentation

· The presentation will be on MS Teams

· Its 30% of the total course

DO NOT WRITE IN THE AREA BELOW:

Mark ________/35

Feedback: ________________________________________________________________

________________________________________________________________

Instructor’s signature: __________________________

Student’s Signature: ___________________________

TASK DETAILS:

·
Select a HR TOPIC & Introduce that topic?

(HINT:

Explain meaning, why you think this topic is important in HR and workforce planning. Give examples from class discussions and your knowledge to support your answer.)

·
What are the best HR practices they have? Have they done any kind of innovation in HR?

(HINT:

In this part you can talk about any award they have won and reason reasons for winning. We discussed these companies during section – 4 of the workbook / talk about Employer of choice? What makes it employer of choice? Explain your topic or you can write about benefit of these topic. For example: if your topic is motivational theory, so explain it and then tell how these theories are used by HR professional to support and motivate their workforce.)

·
In your opinion (after your research) what you think about your topic?

(Hint:

In your opinion how important is this topic in HR and workforce planning)

·
Can you share some example (of a company) or general about your topic?

(Hint:

Example of your topic of job design, share templates from local and international market)

MARKING RUBRIC:

TOPIC

Marks Allotted

Grading Rubric

Question 1

5

Able to give sufficient information required to introduce the TOPIC/ references given in a professional style (with each and every slide and in the end)
Between 1 to 2 slides.
References given in the notes and in the end.

Question 2

5 + 5

Did you share example and some samples (whatever is relevant) in terms of your topic. Give practical example of your topic
Can be 4 to 5 slides. You can copy paste images if relevant with references. Reference in notes section and in the end.

Question 3

5 + 5

What is the importance of your topic , Anything else related to your topic
Between 2 -4 slides. Reference in the notes and in the end.

Question 4

5

General Presentation skills (excellent tone/ good knowledge of topic /not reading slides/ references )

5

Instructor will ask 3-4 questions in the end based on the slides, topic and research done. If students are able to answer these questions they will be allocated marks in this part.

Total

35

Assessment Cover Sheet Issue No.2 Revision No. 7

Reference Number/Code: [ACK.FO.VPAC.10.01] Revision Date: March 2018 Next Revision Date: March 2021

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Manage Workforce Planning

what is workforce planning in human resource management?
Workforce planning refers to the process of ensuring an organisation has current and future access to the human capital it needs to perform effectively.
Workplace planning involves identifying current and future personnel needs and exploring the most appropriate and cost-effective methods to recruit and retain these individuals.

Manage Workforce Planning

The basic objective of workforce planning is to ensure that an organization has the right people with the right skills, in the right place at the right time.

Manage Workforce Planning
Strategic workforce planning is a systematic process for identifying the human capital required to meet organisational goals over a specific timeframe or planning horizon, and then developing strategies to meet these requirements.
Typical timeframes for workforce planning span three to five years, but may be much shorter or longer depending on the organisation and its needs.

To Conclude:
What is workforce planning?
safe staffing: making sure there are enough staff to deliver high-quality care and support.
recruitment and retention: ensuring you recruit and retain people with the right values and skills.
developing your workforce: identifying the skills required now and over time and developing training to support your workforce.
succession planning: identifying and developing existing staff to fill roles in the future.

Some questions you might consider in workforce planning
How many of your staff aged 50 plus, are likely to retire in the next three years?
How many of these are care workers, senior careers or managers?
What strategy do you have in place to address any workforce gaps?
Have you considered your current business plans and where you want to be in the future?
What changes do you need to make to make this happen?
What does your workforce need to look in the future to support your business plans and trends in your local area?
What is your current vacancy and turnover rate?

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Why is WORKFORCE PLANNING Done?

The main goal of workforce planning is to make sure that the business always has the human capital it needs in order to run efficiently and effectively, both now and in the future.
Developing a cost-effective talent acquisition strategy that closes any talent gaps you may have is also a major component

Steps: Strategic Workforce Planning Cycle

Establish the organizational context

Establish current workforce Profile

Identify ad close gaps

Review and evaluate

Establish future profile

What are the organisation’s goals? What is the timeframe? What is the external economic, technological, social and political environment that the organisation operates within?

How many people does the organisation employ? What are their roles? What are their skills? What are their otrì1r qualities?

look at trends such as recruitment rates, turnover rates, and the future labour market to estrblish your future workforce profile.

identify gaps that exist between your organisation’s projected workforce at some time in the future and your needs then. You will need to develop and implement strategies to close the gaps.

review and evaluate workforce planning. This final stage is crucial to organisational learning and continuous improvement

Workforce planning process
The essential steps in developing workforce plan are:
Analyse the business plan: identify the directions, goals and objectives of the business, and the activities and resources required to achieve these.
Establish your current workforce profile: Confirm all aspects of your current workforce profiles including the roles, skills, capabilities, strengths, weaknesses and status (i.e. full-time, part-time) of each person.
Forecast future workforce needs (also known as demand analysis): You would normally carry out this step out after conducting an analysis of the business plan, and identifying specific requirements for people with the right skills to achieve future business goals.

Workforce planning process
4. Supply analysis:
There are two key elements to this step.
First, you must identify the current supply (both internally and externally) and,
Second, you should use trend data to identify future supply.
For example, on the internal side, you may be able to predict your organisation’s future profile based on recruitment and turnover rates. You may also be able to predict future labour supply by looking at external trends such as unemployment rates, job advertisements, immigration statistics, and relevant qualification enrolments and graduations.
5. Gap analysis – identify real or potential gaps between the projected supply of skilled labour and the demand from the business at a future point in time.

Workforce planning process
6. Develop strategies
Develop strategies for obtaining the workforce resources required by the business to achieve the goals and objectives identified in the business plan. For example, you will need to develop recruitment, retention diversity or staffing strategies to ensure workforce needs are met. You will also need to assess uncertainty and risk and develop risk management and contingency plans should labour supply not meet demand.
7. Implement strategies –
Implement the programs and actions required to develop and maintain the capabilities of the workforce required by the business. Importantly it may be essential to delegate some tactical staffing decisions, for example, to line managers who, working within the broad strategic framework, may be better able to take effective, specific action to satisfy near-term needs

Workforce planning process
8. Monitor and evaluate –
As with any organisational activity, there is a need to monitor and evaluate workforce planning to ensure it brings about the outcomes the organisation wants.

Strategic vs. operational planning
Strategic workforce planning is about looking at an organisation’s high-level business objectives within a specific time period, and identifying and accessing the human resources they will need to achieve these objectives.
The difference between strategic workforce planning undertaken by the senior management and HR team is the wider, longer-term perspective taken.
Staffing decisions may be made to fulfil a short-term need without regard for longer-term implications and general sustainability.
Hiring contractors over full-time staff to cover excess demand in the short term may mean the organisation loses the opportunity to develop a sufficient talent pool of loyal workers, who may become the next generation of leaders.

Sources of data
Data sources may include:
Balanced scorecards
HR information such as turnover, leave and absences, often available through organisationaI record keeping software and human resource Management (HRM) systems
Training records
Surveys of employees and managers
Formal audits of workforce planning effectiveness and reception by the business.

Demographics
The demographics of your workforce include quantifiable characteristics of its people.
Useful demographics may include, for example, average age, numbers of workers nearing retirement, gender ratios, or rates of minority employment.

Turnover
Employee turnover is one of the most commonly used measures of the rate at which workers exit an organisation.
Turnover is generally expressed as a rate. The rate is calculated as:

Turnover
An important issue to consider is the definition of ‘exiting‘ staff.
Does your number of exits relate only to:
voluntary exits, retirements or terminations; or does it cover all exits?
Break down the turnover information into categories so that the causes of turnover may be more fully accounted for.
Turnover is a crucially important factor in determining the organisation’s ability to retain staff and meet future needs.
As it is generally much less costly to retain and develop employees for roles than to recruit, it is also an important factor in meeting organisational cost-related goals.

For your self reading:
https://
www.workforce.com/news/why-you-need-workforce-planning

Week 2

WORKFORCE PLANNING

REFERENCE:
PART II
The context of Human Resource Management
Chapter 2
Managing Workflows and Conducting Job Analysis
Book:
Managing Human Resource
Luis Mejia. David Balkin. Robert Cardy

Quick Recap;
Organizational Structure:
The formal and informal relationships between people in an organization
Work Flow
The way work is organized to meet the organization’s production or service goals.

Designing The Organization
Designing an organization means choosing an organizational structure that will help the company achieve its goal in most effective manner.
Organizational Design –
a process involving decisions about six key elements:
• Work specialization • Departmentalization
• Chain of command • Span of control
• Centralization and decentralization • Formalization
(Ref: https://deltauniv.edu.eg/new/Businessadministration/wp-content/uploads/organizing )

Three Basic Types of Organizational Structure
Bureaucratic Organization
Flat Organization
Boundaryless Organization

Bureaucratic Organization
Top Down Management Approach
Many levels of management approach
Hierachical career path within one function
Highly specialized job
Narrowly Specified Job Description
Rigid Boundaries between jobs and units
Employees or individuals working individually

Example of Bureaucratic Organization
https://slideplayer.com/slide/5769477/

Example of Bureaucratic Organization
Ref: https://commons.wikimedia.org/wiki/File:Organizational_chart.svg

BUREAUCRATIC ORGANIZATION:
THINGS TO REMEMBER
EXAMPLE:
– Military
As its based on work specialization: so, lets say employees who start their work in sales can advance to higher position in sales or marketing but most of the times can’t switch to finance or production
Also, employees are divided according to their function lets say that at a Bureaucratic auto-parts company, an automotive engineer would develop plans for a new part and then deleiver its specification to the production workers
These organization work wells in a predictable and stable environment. In dynamic environment this structure is less efficient and can be disastrous

Flat Organization
– Decentralized Management Approach
Few levels of management
Horizontal Career Path
Broadly Defined Jobs
General Job Description
Flexible Boundaries between jobs and units
Emphasis on Team
Strong focus on customers

Look at FLAT ORGANIZATION:

FLAT ORGANIZATION:
THINGS TO REMEMBER
EXAMPLE:
-Nucor (a North Carolina, steel company) has a flat structure. Although, it has more than 20,000 employees only few levels separate frontline steel workers from president of the company. Headquarter staff consist of approx. 100 employees.
-Johnson & Johnson (it’s a health care company organized in 250 operating companies located in 60 countires)
The purpose of these organizations are to create independent small businesses that can respond quickly to customer needs and changes in the business enviornment

Boundaryless Organization:
Joint ventures with customers, suppliers and competitors
Emphasis on teams whose members may cross organizational boundaries
Shares many characteristics of flat organizational structure

BOUNDARYLESS ORGANIZATION:

BOUNDARYLESS ORGANIZATION:
THINGS TO REMEMBER
EXAMPLE:
Pixar animation studio partnered with Walt Disney pictures to produce animated films, like TOY STORY, MONSTERS & CARS. FINDING NEMO generated $865 million in global box office and received Academy award for best animated feature film. This partnership combined PIXAR animation expertise with DISNEY strength in marketing
Apple inc. partnered with Foxconn (Taiwanese electronics firm) to manufacture Apple’s Ipods, Macs & Iphones in China. Apple designs it and Foxconn manufactures it according to design specifications and ships to USA

Continued:
-Airbus consists of partnership with European countries ( from France, Germany, England, Spain) to market and develop Aircrafts to compete with Boeing
Boundaryless share many characteristics of flat organizations. They breakdown boundaries between organizations, its suppliers, customers or competitors

Reference Reading:

https://
hbr.org/1992/05/the-new-boundaries-of-the-boundaryless-company

https://
granite.pressbooks.pub/principlesmanagement/chapter/7-4-contemporary-forms-of-organizational-structures
/

.
THANK YOU

Meeting Present and

Emerging Strategic

Human Resources Challenges

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Copyright © 2016 Pearson Education, Ltd.

Whether in good economic times or challenging ones, companies must compete for talent. In order to achieve and sustain a competitive advantage, companies that are capable and effective at attracting, retaining, and motivating good employees are more likely to succeed.
Chapter 1 is an overview of the challenges that organizations and Human Resources Managers face in any economic environment. In this chapter, we will define core human resources concepts and identify current issues. Following chapters will expand upon these core concepts. We’ll begin to see that Human Resources Management is a growing and dynamic field that is critical to the strategic partnership initiatives within companies.
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The Managerial Perspective
Managers must understand the legal issues when making the following decisions:
Which employees to hire
How to compensate employees
What benefits to offer
How to accommodate employees with dependents
How and when to fire employees
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The legal environment is vast, complex, and dynamic, meaning that HR professionals must stay on top of the latest laws and understand how each affects the organization and decisions that will be made within the organization. Additionally, HR must help equip managers to work with employees in the best manner possible to ensure a positive relationship with employees. The legal environment will affect:
Which employees to hire;
How to compensate employees;
What benefits to offer;
How to accommodate employees with dependents; and
How and when to fire employees.
We will cover these issues in this chapter.
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Challenges to
Legal Compliance
A dynamic legal landscape
The complexity of laws
Conflicting strategies for fair employment

There are many challenges to complying with the law due to the dynamic and constantly changing legal landscape. In this chapter, we’ll see the many laws that affect the practices of HRM. Several have been passed in the last decade. Griggs v. Duke Power, for example, placed a heavy burden of proof on the employer in employment discrimination cases.
The complexity of laws: For example, the ADA law is spelled out in a manual that is several hundred pages long and includes 1,000 different disabilities affecting over 43 million Americans.
Conflicting strategies for fair employment: Society at large, political representatives, government employees, and judges all have different views regarding the best ways to achieve equitable HR laws. We’ll look closer at the conflicting strategies.
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Equal Employment Opportunity Laws
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The Equal Pay Act of 1963
Title VII of The Civil Rights Act of 1964 and 1991 amendment
The Age Discrimination in Employment Act of 1967
The American with Disabilities Act of 1990
The Vietnam Era Veterans Readjustment Act of 1974

These are the major employment laws that we will discuss in detail in this chapter:
The Equal Pay Act of 1963
Title VII of The Civil Rights Act of 1964 and 1991 amendment
The Age Discrimination in Employment Act of 1967
The American with Disabilities Act of 1990
The Vietnam Era Veterans Readjustment Act of 1974
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EEO Laws Continued
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The Vocational Rehabilitation Act of 1973
The Vietnam Era Veterans Readjustment Act of 1974

The Vocational Rehabilitation Act of 1973 is the precursor to the ADA. However, this act applies only to the federal government and its contractors. This act prohibits discrimination and requires that covered organizations have an affirmative action plan to promote the employment of individuals with disabilities.
The Vietnam Era Veterans Readjustment Act of 1974 prohibits discrimination against Vietnam-era veterans by federal contractors. The law also protects the rights of military veterans who served on active duty during a war, campaign, or expedition.
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Key HR Challenges
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Organizations today must be aware of all dimensional forces that affect the organization and its strategies.
Environment: These are forces external to the organization that affect the organization’s performance, but are beyond the control of management. These forces include globalization, natural disasters, skill shortages, technological changes, and workforce diversity, to name a few. Human resources managers must be aware of these challenges and work with the organization while adapting to changes that occur rapidly and increasingly.
Organization: Because of the environmental challenges, organizations must adapt to survive within the environmental changes. For example, downsizing or organizational restructuring may be needed in order for the organization to survive.
Individual: Human resource issues at the individual level address the decisions most pertinent to specific employees. Individual challenges almost always reflect what is happening in the larger organization. For example, technology affects individual productivity. Note that there is a two-way relationship between the organization and individual challenges. How the organization treats its individuals will affect the organization when key employees leave for personal evolving family roles or leave to work for competitors.
Overcoming the challenges is what HR department does in working with managers. For example, using the Internet to help screen applicants is just one way to work with the changes and challenges of the environment.
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Strategic HR: Choices
Work Flows
Staffing
Employee Separations
Performance Appraisal
Training and Career Development
Compensation
Employee Rights
Employee and Labor Relations
International Management
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Strategic HR choices are the options an organization has in designing its human resources system.
Work flows: These are the ways tasks are organized to meet production.
Staffing: Finding the right employees at the right place and time are key to HR strategies.
Employee separations: May be voluntary or involuntary. Include activities such as early retirement options, hiring freezes, providing support to terminated employees, or rehiring.
Performance appraisals: Managers assess how well employees are performing assigned duties.
Training and career development: These activities are designed to help organizations meet their needs. Training may be in-house or externally sourced.
Compensation: This is payment employees receive in exchange for their labor (wages and benefits are some examples).
Employee rights: Concern the relationship between employee and organization. Developing policies that protect all interests is key.
Employee and labor relations: Refers to the interaction between workers and management. Some organizations have unions to support such relationships.
International management: Many organizations operate outside the domestic boundaries and face a set of strategic HR options regarding how to manage human resources on a global basis.
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HR Fit with Organizational Strategies
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Corporate Strategies
Evolutionary Business
Steady State
Porter’s Business Unit Strategies
Cost Leadership
Differentiation
Focus
Miles & Snow’s Business Strategies
Defender
Prospector

The strategies adopted by human resources need to fit with organizational strategies.
Corporate strategy: Refers to the mix of businesses a corporation decides to hold and the flow of resources among those businesses.
Evolutionary business strategy: Engage in aggressive acquisitions of new businesses, even if they are totally unrelated.
Steady state strategy: Organizations are very choosy about how they grow.
Porter’s business unit strategies: include cost leadership (focus is on lower-cost structures), in which HR strategies align to focus on low overhead costs and efficiencies;
differentiation (focus is on unique product or service), in which HR strategies align to focus on innovation, flexibility, and attracting higher-skilled employees;
and focus (relies on both low cost and differentiation), in which HR strategies will need to combine both.
Miles & Snow’s business strategies: Another classification of business unit strategy.
Defenders: Conservative business units that prefer to maintain a secure position in relatively stable product or service areas instead of looking to expand in unchartered territories.
Prospectors: Emphasize growth and innovation, development of new products, and an eagerness to be the first in new-product or market areas.
Thus, HR strategies must align with the organizational strategies.
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HR Fit with Environment
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Degree of Uncertainty
Magnitude of Change
Volatility
Complexity

In addition to reinforcing overall organizational strategies, HR strategies should help the organization better exploit environmental opportunities or cope with unique environmental forces that affect it. The four dimensions of environment are:
Degree of uncertainty
Magnitude of change
Volatility
Complexity
Now let’s look at each of these dimensions as they relate to a firm’s rating of “high” or “low” on different environmental characteristics.
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HR Audit
Periodic HR Audits should ask:
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Is the turnover rate exceptionally low or high?
Are employees who quit good employees or marginal?
What is the firm’s ROI regarding recruitment, training, and performance plans?
Is the firm complying with government regulations?
How well is the company managing employee diversity?
Are HRM policies and procedures helping the firm reach long-term goals?

Companies should periodically conduct an HR audit to evaluate how effectively they are using their human resources. These types of questions include all of the above.
The HR audit addresses these and other important issues systematically so that effective programs can be maintained and ineffective programs corrected or eliminated.
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Summary and Conclusions
HR Challenges Facing Managers
Environmental Challenges
Organizational Challenges
Individual Challenges
Planning and Implementing Strategic HR Policies
Policies and procedures should be congruent
Selecting HR Strategies to Increase Firm Performance
The Important Partnership of HR and Managers
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To summarize, there are many challenges and unique environments in which HR managers operate. It is vitally important for HR managers to partner with strategic organizational team members and actively participate in all initiatives of the firm. It is clear that HR strategies must be aligned and congruent with and organization’s strategies.
Because of the many organizational challenges, it is very important for HR managers to work closely with the organization in aligning the human resources to meet the challenges and objectives of the organization in an efficient and effective manner.
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Managing Work Flows and Conducting Job Analysis

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Copyright © 2016 Pearson Education, Ltd.

With the changing nature of commerce and work flows, organizations are having to rethink jobs and processes to accommodate the global and technological aspects of change affecting today’s workplace. The workforce of today is considerably different from the workforce of the last decade. Let’s take a look at what managers and HR staff must consider when developing and managing work flows and job analyses.
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Work-Flow Analysis
Examines how:

Work creates or adds value to the ongoing process in a business
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Work-flow analysis:
1. Examines how work creates or adds value to the ongoing process in a business
2. Examines how work moves from the customer through the organization and then as a product or service
3. Examines how some steps or jobs can be eliminated, combined, or simplified
4. Tightens the alignment between employees’ work and customer needs
When it is determined that the whole process needs to be rethought, a company will engage in business process reengineering (BPR).
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Work: The Individual Perspective
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Two-Factor Theory
Work Adjustment Theory
Goal-Setting Theory
Job Characteristics Theory
Motivation

Motivation can be defined as that which energizes, directs, and sustains human behavior. Motivation theory seeks to explain why employees are more motivated by and satisfied with one type of work than another.
Two-factor theory by Hertzberg attempts to identify and explain the factors that employees find satisfying and dissatisfying about their jobs. One factor is hygiene or maintenance factors that must be present for there to be no dissatisfaction. The other factors are motivators that are internal job factors that lead to job satisfaction and higher motivation.
Work adjustment theory considers the fit between employee needs and abilities and the overall job. The idea is that the better the fit, the more motivated a worker will be.
Goal-setting theory looks at setting goals that are clear, challenging, and attainable. The more a manager can provide goals with these characteristics and consistent feedback, the higher the motivation level of the individual will be.
Job characteristics theory, by Hackman and Oldham, states that employees will be more motivated to work and more satisfied with their jobs to the extent that jobs contain certain core characteristics. We’ll take a closer look at the job characteristics model (theory).
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Job Design
The process of organizing work into the tasks required to perform a specific job
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Job design is the process of organizing work into the tasks required to perform a specific job.
Now let’s look at the five approaches to job design. The three important influences on job design are (1) work-flow analysis, (2) business strategy, and (3) organizational structure that best fits that strategy.
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Five Approaches to
Job Design
Work Simplification
Job Enlargement
Job Rotation
Job Enrichment
Team-Based Design
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Work simplification: Assumes that work can be broken down into simple, repetitive tasks that maximize efficiency.
Job enlargement: Expands the job’s duties by adding extra duties and is created to mitigate job boredom.
Job rotation: Rotates workers among different narrowly defined tasks without disrupting the flow of work. Job rotation is also created to reduce job boredom.
Job enrichment: Gives employees more opportunities for autonomy and feedback. It expands both the horizontal and vertical dimensions of a job.
Team-based design: Focuses on giving a team, rather than an individual, a whole and meaningful piece of work to do.
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Job Analysis
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The systematic process of collecting information used to make decisions about jobs. Job analysis identifies the task, duties, and responsibilities of a job.

Job analysis: The systematic process of collecting information used to make decisions about jobs. Job analysis identifies the tasks, duties and responsibilities of a particular job.
Task: A basic element of work that is a logical and necessary step in performing a job duty.
Duty: Consists of one or more tasks that constitute a significant activity performed in a job.
Responsibility: One or several duties that identify and describe the major purpose or reason for the job’s existence.
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Guidelines for Conducting a Job Analysis
Determine the desired applications of the job analysis
Select the jobs to be analyzed
Gather the job Information
Verify the accuracy of the job information
Document the job analysis by writing a job description
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Guidelines for conduction a job analysis:
1. Determine the desired applications of the job analysis: should collect information on necessary knowledge, skills, and abilities that lead to job performance.
2. Select the jobs to be analyzed: jobs analyzed can include stability or obsolescence of job content and entry-level jobs.
3. Gather the job information: collect the desired information given the budget constraints.
4. Verify the accuracy of the job information: both job incumbents and their supervisors should review the job information.
5. Document the job analysis by writing a job description: summarize the essential duties and responsibilities as well as knowledge, skills, and abilities necessary for the job.
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Job Description
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A job description is the summary of the job analysis. Elements of the job description include (1) identification of information, (2) job summary, (3) job duties, (4) job responsibilities, (5) job specifications (KSAs), and (6) minimum qualifications.
Identification information includes job titles, location, and source of job-analysis information (e.g., DOL information in the Occupational Outlook Handbook of the Bureau of Labor Statistics).
The job summary is a short statement that summarizes the job’s duties, responsibilities, and place in the organizational structure.
Job duties explain what is done on the job, how it is done, and why it is done.
Job specifications lists the KSAs.
Minimum qualifications are the basic standards a job applicant must have to be considered for the job.
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Summary and Conclusions
Work: The Organizational Perspective
Business strategy determines structure
Work: The Group Perspective
Various team structures
Work: The Individual Perspective
Motivation
Designing Jobs and Conducting Job Analysis
Process of designing and organizing work into specific jobs
The Flexible Workforce
Present in dynamic markets
Human Resource Information Systems
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To summarize, The organizational perspective concerns a firm’s business strategy in how it determines how it structures its work. Organizations may have beaurocratic, flat, or boundaryless structures.
The group perspective concerns various team structures that may exist in firms. There may be self-managed, problem-solving, special-purpose, or virtual teams.
The individual perspective concerns various motivation theories: two-factor, work adjustment, goal-setting, and job characteristics theories. All are important in understanding how to manage individuals.
Designing jobs and conducting job analysis: Job design is the process of organizing work into the tasks required to perform a specific job. Job analysis is the systematic process of gathering and organizing information concerning the tasks, duties, and responsibilities of jobs.
Flexible workforce: Helps managers in dynamic markets in dealing with unexpected jolts in the environment and accommodating the needs of a diverse workforce.
HRISs: Used to collect, record, store, analyze, and retrieve relevant HR data.
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