_10HumanResourcesandJobDesign(运营管理,英文版)40343.pptx

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1、Transparency Masters to accompany Operations Management,5E(Heizer&Render)10-1?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458Operations Management Human Resources and Job DesignChapter 10Transparency Masters to accompany Operations Management,5E(Heizer&Render)10-2?1998

2、 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458OutlineGlobal Company Profile:Lucent TechnologiesHuman Resource Strategy for Competitive AdvantageConstraints on the Human Resource StrategyLabor PlanningEmployment Stability PoliciesWork SchedulesJob Classifications and Work

3、RulesTransparency Masters to accompany Operations Management,5E(Heizer&Render)10-3?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458Outline-continuedJob DesignLabor SpecializationJob ExpansionPsychological Components of Job DesignSelf-Directed TeamsMotivation and Incenti

4、ve SystemsErgonomics and Work MethodsThe Visual WorkplaceLabor StandardsTransparency Masters to accompany Operations Management,5E(Heizer&Render)10-4?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458Learning ObjectivesDefine job designDescribe job design componentsExplai

5、n motivation theories&studiesDefine work measurementDescribe work measurement techniquesCalculate standard timeTransparency Masters to accompany Operations Management,5E(Heizer&Render)10-5?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458Lucent TechnologiesFabrication pl

6、ants in Pennsylvania,Florida,and SpainManufacturing plants in England,Mexico,Thailand,and Singapore揅lean room?facility4 crew schedule-days for one half month,nights for other halfSome workers 8-5 to coordinate with 搊utsidersTransparency Masters to accompany Operations Management,5E(Heizer&Render)10-

7、6?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458Objective of Human Resource StrategyTo manage labor and design jobs so people are effectively and efficiently utilizedTransparency Masters to accompany Operations Management,5E(Heizer&Render)10-7?1998 by Prentice Hall,In

8、c.A Simon&Schuster CompanyUpper Saddle River,N.J.07458People and Work System GoalsUse people efficiently within constraintsProvide reasonable quality of work life?1995 Corel Corp.Transparency Masters to accompany Operations Management,5E(Heizer&Render)10-8?1998 by Prentice Hall,Inc.A Simon&Schuster

9、CompanyUpper Saddle River,N.J.07458People and Work System AspectsJob Job DesignDesignLabor Labor StandardsStandardsTransparency Masters to accompany Operations Management,5E(Heizer&Render)10-9?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458People&Work DesignLocation Lo

10、cation strategystrategySchedulesSchedulesProduct Product strategystrategyLayout Layout strategystrategyProcess Process strategystrategyIndividual Individual differencesdifferences?1995 Corel Corp.People and Work System ConstraintsTransparency Masters to accompany Operations Management,5E(Heizer&Rend

11、er)10-10?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458Labor Planning/Stability PoliciesFollow demand exactlykeeps direct labor costs tied closely to productionincurs costs ofhiring/firingunemployment insurancelabor wage premiumHold employment constantmaintains a trai

12、ned workforceincurs costs ofidle time when demand is lowmeeting increased demand when demand is highTransparency Masters to accompany Operations Management,5E(Heizer&Render)10-11?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458Work SchedulesStandard work schedulefive ei

13、ght-hour daysFlex-timeallows employees,within prescribed limits,to determine their own schedulesFlexible work weekfour 10-hour daysPart-timeless than eight hours per day,or an irregular scheduleTransparency Masters to accompany Operations Management,5E(Heizer&Render)10-12?1998 by Prentice Hall,Inc.A

14、 Simon&Schuster CompanyUpper Saddle River,N.J.07458Job Classifications and Work RulesSpecifywho can do whatwhen they can do itunder what conditions they can do it Often result of union pressureRestricts flexibility in assignments;consequently restricts efficiency of productionTransparency Masters to

15、 accompany Operations Management,5E(Heizer&Render)10-13?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458Job DesignSpecifying the tasks that make up a job for an individual or groupInvolves determiningWhat is to be done(i.e.,responses)How it is to be done(i.e.,tools etc.

16、)Why it is to be done(i.e.,purpose)Results in job descriptionShows nature of job in task-related behaviorsTransparency Masters to accompany Operations Management,5E(Heizer&Render)10-14?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458Components of Job DesignJob specializ

17、ationJob expansionPsychological componentsSelf-directed teamsMotivation and incentive systemsErgonomics and work methodsTransparency Masters to accompany Operations Management,5E(Heizer&Render)10-15?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458Labor SpecializationInv

18、olvesBreaking jobs into small component parts Assigning specialists to do each partFirst noted by Adam Smith(1876)Observed how workers in pin factory divided tasks into smaller componentsFound in manufacturing&service industries?1995 Corel Corp.Transparency Masters to accompany Operations Management

19、,5E(Heizer&Render)10-16?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458Greater dexterity&faster learningLess lost time changing jobs or toolsUse more specialized toolsPay only for needed skillsLabor Specialization Often Reduces CostTransparency Masters to accompany Ope

20、rations Management,5E(Heizer&Render)10-17?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458Job ExpansionProcess of adding more variety to jobsIntended to reduce boredom associated with labor specializationMethodsJob enlargementJob enrichmentJob rotationEmployee empowerme

21、ntTransparency Masters to accompany Operations Management,5E(Heizer&Render)10-18?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458Job Expansion/EnrichmentPresentPresent JobJobControlControlPlanningPlanningEnriched JobEnriched JobTask#3Task#3Task#2Task#2Enlarged JobEnlarg

22、ed JobTransparency Masters to accompany Operations Management,5E(Heizer&Render)10-19?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458Higher capital costWorkers?preferencesExample:Some people prefer simple jobsHigher wages requiredSmaller labor poolIncreased accident rat

23、esLack of technologyJob Expansion ConstraintsTransparency Masters to accompany Operations Management,5E(Heizer&Render)10-20?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458Job RotationGeriatricsGeriatrics?1995 Corel Corp.PediatricsPediatrics?1995 Corel Corp.MaternityMat

24、ernity?1995 Corel Corp.Transparency Masters to accompany Operations Management,5E(Heizer&Render)10-21?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458Employee EmpowermentEmployee EmpowermentControlDecision-MakingPlanningTransparency Masters to accompany Operations Manag

25、ement,5E(Heizer&Render)10-22?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458Job Design ContinuumSpecializationSpecializationEnlargementEnlargementEnrichmentEnrichmentEmpowermentEmpowermentSelf-directed Self-directed TeamsTeamsIncreasing Increasing reliance on reliance

26、on employees employees contribution and contribution and increasing increasing acceptance of acceptance of responsibility by responsibility by employeeemployeeTransparency Masters to accompany Operations Management,5E(Heizer&Render)10-23?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle

27、 River,N.J.07458Higher capital costMany individuals prefer simple jobsHigher wages are required since the worker must utilize a higher level of skillA smaller labor pool exists of persons able and willing to perform enriched or enlarged jobsIncreased accident rates may occurCurrent technology in som

28、e industries does not lend itself to job enlargement and enrichmentLimitations to Job Enlargement/Job EnrichmentTransparency Masters to accompany Operations Management,5E(Heizer&Render)10-24?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458Psychological Components of Job

29、 DesignIndividuals have values,attitudes,and emotions that affect job resultsExample:Work is a social experience that affects belonging needsEffective worker behavior comes mostly from within the individualScientific management argued for external financial rewardsFirst examined in 慔awthorne studies

30、Transparency Masters to accompany Operations Management,5E(Heizer&Render)10-25?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458Core Job CharacteristicsSkill varietyJob identifyJob significanceAutonomyFeedbackTransparency Masters to accompany Operations Management,5E(Hei

31、zer&Render)10-26?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458Hawthorne StudiesConducted in late 1920抯Western Electric Hawthorne plantShowed importance of the individual in the workplaceShowed the presence of a social system in the workplaceTransparency Masters to ac

32、company Operations Management,5E(Heizer&Render)10-27?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458Originally intended to examine effects of lighting on productivityScientific management proposed that physical conditions affect productivityResult:Productivity increase

33、d regardless of lighting levelConclusion:Increased productivity was due to workers?receiving attentionHawthorne Studies:Workplace LightingTransparency Masters to accompany Operations Management,5E(Heizer&Render)10-28?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458Exami

34、ned effects of group piecework pay system on productivityWorkers under piecework system should produce as much as possibleScientific management assumes that people are motivated only by moneyResult:Production less than maximumConclusion:Social pressure caused workers to produce at group-norm levelHa

35、wthorne Studies:Piecework PayTransparency Masters to accompany Operations Management,5E(Heizer&Render)10-29?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458MotivationWorker performance depends onMotivationAbilityWork environmentMotivation is the set of forces that compe

36、l behaviorMoney may serve as a psychological&financial motivatorTransparency Masters to accompany Operations Management,5E(Heizer&Render)10-30?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458Motivation and MoneyTaylor抯 scientific management(1911)Workers are motivated ma

37、inly by moneySuggested piece-rate systemMaslow抯 theory(1943)People are motivated by hierarchy of needs,which includes moneyHerzberg(1959)Money either dissatisfies or is neutral in its effectTransparency Masters to accompany Operations Management,5E(Heizer&Render)10-31?1998 by Prentice Hall,Inc.A Sim

38、on&Schuster CompanyUpper Saddle River,N.J.07458Monetary IncentivesBonuses:Cash&stock optionsProfit sharing:Distribution of profitsGain sharing:Reward for company performance(e.g.,cost reduction)Scanlon plan is most popular(cost reduction.)Incentive systemsMeasured daywork:Pay based on std.timePiece

39、rate:Pay based on pieces doneTransparency Masters to accompany Operations Management,5E(Heizer&Render)10-32?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458Maslow抯 Hierarchy of NeedsSelf-Actualization Use of abilities Self-fulfillmentSocial Group Interaction Job StatusE

40、go Self RespectSafety Physical Safety Job SecurityPhysiology Food ShelterTransparency Masters to accompany Operations Management,5E(Heizer&Render)10-33?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458Herzberg抯 Motivation/Hygiene FactorsAchievementRecognitionAdvancementW

41、ork itselfResponsibilityPersonal growthCompany policies and administrationSupervision-technicalWorking conditionsInterpersonal relations-supervisionStatusJob securitySalaryJob Dissatisfiers(Hygiene)Job Satisfiers(Motivators)Transparency Masters to accompany Operations Management,5E(Heizer&Render)10-

42、34?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458Job CharacteristicsMotivationSatisfactionJob performanceAbsenteeism&turnoverCore Job CharacteristicsPsychological StatesPersonal&Work OutcomesHackman&Oldham(1980)Transparency Masters to accompany Operations Management,5

43、E(Heizer&Render)10-35?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458Self-Directed TeamsGroup of empowered individuals working together for a common goalMay be organized for short-term or long-term objectivesReasons for effectivenessProvide employee empowermentProvide

44、core job characteristicsMeet psychological needs(e.g.,belonging)Transparency Masters to accompany Operations Management,5E(Heizer&Render)10-36?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458Ergonomics and Work MethodsWorker performance depends onMotivationAbilityWork e

45、nvironmentFoundation laid by Frederick Taylor Match employees to taskDevelop work methodsEstablish work standardsTransparency Masters to accompany Operations Management,5E(Heizer&Render)10-37?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458ErgonomicsStudy of work Also c

46、alled 慼uman factorsInvolves human-machine interfaceExamplesMouseKeyboardTransparency Masters to accompany Operations Management,5E(Heizer&Render)10-38?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458Methods AnalysisFocuses on how task is performedUsed to analyzeMovement

47、 of body,people,or materialActivities of people&machinesToolsProcess chartFlow diagramActivity chartOperations chart(right-hand,left-hand)Transparency Masters to accompany Operations Management,5E(Heizer&Render)10-39?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458Proce

48、ss ChartSUBJECT:Request tool purchaseDist(ft)Time(min)SymbolDescriptionWrite orderOn desk75To buyerExamine =operation;=operation;=transport;=transport;oo=inspect;D=delay;?=storage=inspect;D=delay;?=storage oooo D D oooo D D oooo D D oooo D DTransparency Masters to accompany Operations Management,5E(

49、Heizer&Render)10-40?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458BuyerYouFlow Diagram75 ft.75 ft.Transparency Masters to accompany Operations Management,5E(Heizer&Render)10-41?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458Activity Char

50、tSubject:Semi-Auto MachineOperatorMachineTime123456Load machineBeing loadedIdleRunUnloadBeing UnloadedPresentTransparency Masters to accompany Operations Management,5E(Heizer&Render)10-42?1998 by Prentice Hall,Inc.A Simon&Schuster CompanyUpper Saddle River,N.J.07458Operations Chart(Left Hand/Right H