This document discusses analyzing the work environment from an organizational, group, and individual perspective. It explains different types of organizational structures like bureaucratic, flat, and boundaryless organizations. It also discusses different types of teams like self-managed, problem-solving, special purpose, and virtual teams. Finally, it covers several theories of motivation like Maslow's hierarchy of needs, Herzberg's two-factor theory, and job characteristics theory. The overall purpose is to understand how to analyze jobs and design work for maximum motivation and productivity.

1. 1
CHAPTER 3
ANALYZING
THE WORK
ENVIRONMENT

2. 2
OBJECTIVES:
Discuss the concepts of job analysis, job
specification and job description
Explain the importance of analyzing the work
environment in devising the HR budget.

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WAYS TO LOOK THE CHALLENGING ENVIRONMENT
ORGANIZATIONAL PERSPECTIVE
GROUP PERSPECTIVE
INDIVIDUAL PERSPECTIVE

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ORGANIZATIONAL PERSPECTIVE
WORKFLOW refers to the way work is
organized to meet the organization’s production
or service goals.
3 GENERAL TYPES OF
ORGANIZATION IN TERMS OF
STRUCTURE
a.Bureaucratic organization
b.Flat organization
c. Boundaryless organization

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BUREAUCRATIC ORGANIZATION
Typically resembles
pyramid which uses a
top-down or
“command-and-
control approach
management.
Based on a functional
division of labor.

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FLAT ORGANIZATION
Has only few levels of
managers and
employees and
emphasizes
decentralization.
Example, a bartender
may be allowed to cross-
train in housekeeping to
enable him to become
flexible and more useful
to the company.

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BOUNDARYLESS ORGANIZATION
Enables company to form
relationships with customers,
suppliers and/or competitors,
either to pool organizational
resources for mutual benefit
or to encourage cooperation
in an uncertain environment.
Example, an accountant in
KL hotel can be transferred
to its Cairo affiliate hotel for
several months.

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GROUP PERSPECTIVE
TEAM small number of people with
complementary skills who work toward
common goals for which they hold themselves
mutually accountable.
SEVERAL TYPES OF TEAMS
a.Self Managed teams (SMTs)
b.Problem-solving team
c. Special-purpose team
d.Virtual team

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SELF-MANAGED TEAMS (SMTs)
Responsible for producing
an entire product, a
component, or an ongoing
service.
The primary motivation in
implementing such work
teams in organizations is to
improve quality and
productivity, and to
reduced operating costs.

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PROBLEM-SOLVING TEAM
Consists of volunteers from
a unit or department who
meet one or two hours per
week to discuss quality
improvement, cost
reduction or improvement
in the work environment.

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SPECIAL PURPOSE TEAM
Task force consists of members
who span functional or
organizational boundaries and
whose purpose is to examine
complex issues like introduction of
new technology, improving the
quality of a work process that
spans several functional units, or
encouraging cooperation between
labor and management in a
unionized setting.

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VIRTUAL-TEAM
Uses interactive computer
technologies such as the
internet, groupware and
computer-based video
conferencing to work together
despite being separated by
physical distance.
Similar to problem-solving team
except that the members
interact only electronically
instead of face-to-face.

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INDIVIDUAL PERSPECTIVE
MOTIVATION impetus that energizes, directs
and sustains human behavior. Person’s desire
to do the best possible job or to exert the
maximum effort to perform assigned tasks.
MOTIVATION THEORIES
a.Two-Factor Theory
b.Hierarchy of Needs Theory
c. Work Adjustment Theory
d.Goal-Setting Theory
e.Job Characteristics Theory

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TWO-FACTOR THEORY
Frederick Herzberg
Employees find satisfying or
dissatisfying about their jobs.
Implications:
1. Job should be designed to provide as
many motivators as possible.
2. Making external changes in hygiene
factors such as pay or working conditions
is not likely to sustain improvements in
employee motivation over the long run
unless internal changes are also made in
the work itself.

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HIERARCHY OF NEEDS
Abraham Maslow
Every human has 5 basic needs.
Implications:
1. The company should provide eaningful work and
activities for the employees to realize higher level
needs.
2. The survival needs (safety and physiological needs)
should always be addressed first.
3. The development needs ( belongingness, esteem and
self actualization needs) will be addressed in time
based on opportunities presented to employees and
their willingness to pursue higher level needs.

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WORK ADJUSTMENT THEORY
Rene Dawis and Lloyd Lofquist
Employees’ motivation levels and
job satisfaction depend on the fit
between their needs and abilities
and the characteristics of the job
and organization.
Implications:
1. A job design that an employee finds
challenging and motivating may not motivate
another employee.
2. Not all employees want to be involved in
decision-making tasks.

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GOAL-SETTING THEORY
Edwin Locke
Employees’ goal help to explain motivation and
job performance.
Implications:
1. Employees will be more motivated to perform when they have clear
and specific goals.
2. Employees will be more motivated to accomplish difficult goals,
provided they are attainable, than easy goals.
3. In many cases, goals that employees participate in creating for
themselves are more motivating than goals that are simply assigned
by managers.
4. Employees who receive frequent feedback on their progress toward

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JOB CHARACTERISTICS THEORY
Richard Hackman and Greg Oldham
Employees will be more motivated to work
and more satisfied with their jobs if their
jobs contain certain core characteristics.
5 core job characteristics
1.Skill variety
2.Task identity
3.Task significance
4.Autonomy
5.Feedback

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1. SKILL VARIETY the degree to which the job requires the person to do different
things and involves the use of a number of different skills, abilities ad talent.
2. TASK IDENTITY the degree to which a person can do the job from beginning to
end with visible outcome.
3. TASK SIGNIFICANCE the degree to which the job has significant impact on
others both inside and outside the organization.
4. AUTONOMY the amount of freedom, independence, and discretion the
employee has in areas such as scheduling the work, making decisions and
determining how to do job
5. FEEDBACK the degree to which the job provides the employee with clear and
direct information about job outcomes and performance.

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JOB DESIGN
The process of organizing
work into the task required to
perform a specific job.
3 influences on job design
1.Workflow analysis
2.Business strategy
3.Organizational structure

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JOB DESIGN
5 approaches to job design
1.Work simplification
2.Job enlargement
3. Job rotation
4. Job enrichment
5. Team-based job design

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1. WORK SIMPLIFICATION enables work to be broken down in simple, repetitive
tasks that maximize efficiency.
2. JOB ENLARGEMENT expands a job’s duties. Additional tasks are added to an
employee’s current tasks list.
3. JOB ROTATION rotates workers among different narrowly defined tasks without
disrupting the workflow.
4. JOB ENRICHMENT is an approach to job design that directly applies job
characteristics to make jobs more interesting and to improve employee
motivation.
5. TEAM-BASED job 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
Systematic gathering and
organization of information
concerning jobs. It puts job of
position title under scrutiny to
reveal important details about
the job.
TASK basic element of work
that is logical and necessary
step in performing a job duty.

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JOB DESCRIPTION
Summary statement of the
information collected in the
job analysis process which
identifies, defines, and
describe a job n terms of its
duties, responsibilities,
working conditions and
specifications.

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JOB SPECIFICATION
Refers to a list of desirable
characteristics of a position in a
company.
Characteristics pertains to
qualification (education, work
experience, license if applicable
and training) KSAs (knowledge,
skills and attitudes) and
personality (appearance, height,
weight and health condition)