Essays on Analysis and Design of Work-HR and Operations Management Coursework

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The paper "Analysis and Design of Work-HR and Operations Management" is a great example of management coursework. The purpose of the report is to explore a method under the humane model to come up with the best model of job designing from the available choices of motivational, mechanistic, biological, perceptual-motor approach as suggested by   Medsker and Campion (1997) in their study entitled “ Job and team design” . In the ultimate analysis, the report will look at how these factors are relevant in coming up with a job design which places importance on the humane model as opposed to the outcome model.

The idea here is the simple-the organization should treat its employees as assets and work towards getting the most out of them in their respective capabilities, as opposed to working towards a goal and stretching the employees irrespective of their wishes and abilities. The model lays the stress of things such as decentralization, a delegation of authority, feedback and better evaluation among other things. Research over the past decade has indicated that this is possibly the right way to do things as well Job Design: Model and Methods The logical sequence to job analysis is job design.

Job analysis provides job-related data as well as the skills and knowledge expected of the incumbent to discharge the job. Job design involves conscious efforts to organize tasks, duties and responsibilities into a unit of work to achieve certain objectives. A clearer way to define job design is as follows: It integrates work content (tasks, functions, and relationships), the rewards (extrinsic and intrinsic) and the qualifications required (skills, knowledge, abilities) for each job in a way meets the needs of employees and the organizations. The idea, therefore, is that work design is used to assemble the tasks into meaningful modules of work that can comprise of a job.

According to Medsker and Campion (1997), a variety of methods can be used for the designing of jobs. These include the Mechanistic, the motivational, the perceptual or the motor and the biological. The first two methods of job designing are to do with the productivity and the motor aspects of the design while the last two approaches are to do with the human job designing aspects.   The perceptive or the motor approach is based on the body of knowledge is experimental psychology ad human factors, the perceptual/motor approach seeks an efficient and safe use of humans in the human-machine system.

The approach considers human mental and physical capabilities and ensures that requirements do not exceed the abilities of the least capable potential worker. The biological approach, on the other hand, is based on the physiology and the ergonomics knowledge developed by such authors like Gibbons (2007), the biological approach deals with equipment and workplace design as well as task design, the biological approach seeks to maintain the employee’ s comfort through the improvements to the physical surroundings and elimination of work-related aspects that may end up threatening employee well being.

The reason the last two approaches become relevant has to do with the fact that these are based on an understanding of the biological and the psychological factors that affect the performance outgo of the employees within any given organisation. To this end, then, what transpires is that the training, the evaluation and the growth of the employees are kept in mind in coming up with a job design that would ultimately lead to the best possible outcomes for the organisation.

References

Harley, B. Sargent, L. & Allen, B. 2010. Employee responses to ‘high performance work system’ practices: an empirical test of the disciplined worker thesis, Work, Employment & Society, vol. 24, no. 4, pp 740-760.

Gould, A. M. 2010. Working at McDonalds: some redeeming features of McJobs, Work, Employment & Society, vol. 24, no. 4, pp 780-802.

Bramel, C. & Friend, R. 1981. Hawthorne, The Myth of the Docile Worker, and Class Bias in Psychology, American Psychologist, vol. 36, no. 8, p. 867-878.

Bohlander, G., W., and Snell S., (2009). Managing human resources. Cengage Brain. pp 336

Charvatova, D., and Veer, C., G., (2006). Communication and Human Resource Management and its Compliance with Culture. International Journal of Social Science. 1(1). pp 14-18

Das, H. and Wagar, T., (2007). Canadian Human Resource Management: A Strategic Approach (8th Ed.). McGraw-Hill Ryerson: Toronto, pp 31-48

Gibbons, J. H., (2007). Automation and the workplace : selected labor, education, and training. Diane publishing. pp 89-91

Stellman, J., (1998). Encyclopaedia of occupational health and safety, Volume 1; Volume 5. International Labour Organization. p21:32

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