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Margie R. Capitle
UCC MBA
05 February 2017
1
UCC MBA Margie Capitle
Specification of the
work activities for an
individual or group in an
organizational setting.
Element
Task
Job
2
UCC MBA Margie Capitle
FACTORS IN JOB DESIGN
WHO
Mental and
physical
characteristi
cs of the
work force
WHAT
Task(s) to
be
performed
WHERE
Geographic
locale of
organization;
location of
work areas
WHEN
Time of day;
Time of
occurrence
in the work
flow
WHY
Organizationa
l rationale for
the job;
objectives
and
motivation of
the worker
HOW
Method of
perfor-
mance
Ultimate
job
structure
3
UCC MBA Margie Capitle
DEGREE OF LABOR
SPECIALIZATION
High Speed Specialization
-low-cost production, and
from a materialistic
standpoint, has a greatly
enhanced our standard of
living.
Extreme Specialization
- encountered on assembly lines in mass-production industries,
often has serious adverse effects on workers, which in turn are
often passed on to the production systems in the form of low-quality
or defective workers.
4
UCC MBA Margie Capitle
To Management
1. Rapid training of the
work force
2. Ease in recruiting new
workers
3. High output due to
simple and repetitive
work
4. Low wages due to ease
of substitutability of labor
5. Close control over work
flow and work loads
ADVANTAGES OF SPECIALIZATION
To Labor
1. Little or no education
required to obtain work
2. Ease in learning job
5
UCC MBA Margie Capitle
To Management
1. Difficult in controlling quality
since no one person has
responsibility for entire
product
2. “Hidden” costs or worker
dissatisfaction, arising from
a. Turnover
b. Absenteeism
c. Tardiness
d. Grievances
e. Intentional disruption
of production process
3. Reduced likelihood of
obtaining improvement in the
process because of worker’s
limited perspective
DISADVANTAGES OF SPECIALIZATION
To Labor
1. Boredom stemming from
repetitive nature of work
2. Little gratification from work
itself
3. Little or no control over the
work pace, leading to
frustration and fatigue
4. Little opportunity to progress
to a betters job
5. Little opportunity to show
initiative
6. Local muscular fatigue
7. Little opportunity for
communication with co-
workers
6
UCC MBA Margie Capitle
JOB ENLARGEMENT AND ENRICHMENT
Job enlargement means
increasing the scope of job
quantitatively by adding up
more tasks
Job enrichment means
improvement in the quality of
job such that employees are
more satisfied and fulfilled
7
UCC MBA Margie Capitle
Process of rethinking and
restructuring an
organization.
8
UCC MBA Margie Capitle
1. Several jobs are combined into one
2. Workers make decisions
3. The steps in the process are
performed in natural order
1. Process have multiple versions
2. Work is performed where it makes the most sense
3. Checks and controls are reduced
4. Reconciliation is minimized
5. A case manager provides a single point of contact
6. Hybrid centralized/ decentralized operations are
prevalent
9
UCC MBA Margie Capitle
TRADITIONAL VALUES
1. My boss pays my salary: for all the
talk about serving customers, the
real objective is to keep the boss
happy
2. I’m just a cog in the wheel: My best
strategy is to keep my head down
and not make waves.
3. If something goes wrong, I dump the
problem onto someone else: Why be
identified with trouble?
4. The more direct reports I have, the
more important I am: The one with
the biggest empire.
5. Tomorrow will be just like today: It
always has been, so the company’s
past tells me all I need to know.
REENGINEERED VALUES
1. Customers pay all our
salaries: I must do whatever
it takes to please them.
2. Every job in this company is
essential and important: I get
paid for the value I create.
3. The buck stops here: I must
accept ownership of the
problems and get them
solved
4. I belong to a team: We fail or
succeed together, and if we
fail, nobody’s empire is
winner.
5. Nobody knows what
tomorrow holds: Constant
learning is part of my job.
10
UCC MBA Margie Capitle
11
UCC MBA Margie Capitle
We wish to consider:
1. How the work should
be accomplisehd
2. How performance may
be evaluated
3. How workers should be
compensated
(work methods)
(work measurement)
(work payment plans)
12
UCC MBA Margie Capitle
ACTIVITY OBJECTIVE OF STUDY STUDY TECHNIQUES
Overall production
system
Eliminate or combine
steps; shorten transport
distance; identify delays
Flow diagram, service
blueprint, process chart
Worker at fixed
workplace
Simplify method;
minimize motions
Operations charts, simo
charts; apply principles
of motion economy
Worker interacts with
equipment
Minimize idle time; find
number or combination
of machines to balance
cost of worker and
machine idle time
Activity chart, worker-
machine chart
Worker interacts with
other workers
Maximize productivity;
minimize interference
Activity charts, gang
process charts
13
UCC MBA Margie Capitle
TYPE OF WORK MAJOR METHOD OF
DETERMINING TASK TIME
Very short interval, highly repetitive Videotape analysis
Short interval, repetitive Stopwatch time stud: predetermined
motion-time data
Task in conjunction with machinery
or other fixed-processing-time
equipmemt
Elemental data
Infrequent work or work of a long
cycle time
Work sampling
14
UCC MBA Margie Capitle
TIME STUDY
An operator performs a task in 2 minutes and the time study analyst estimates
him/her to be performing about 20% faster than normal, the normal time would be
computed as
2 minutes + 0.20(2minutes), or 2.4 minutes
In equation form,
Normal time = observed performance time per unit x Performance rating
NT = 2(1.2) = 2.4 minutes
15
UCC MBA Margie Capitle
TIME STUDY
Suppose that the normal time to perform a task is 1minute and that allowances for
personal needs, delay and fatigue total 15% of the job time;
EQ(1) Standard Time = NT(1 + Allowances)
= 1(1 + 0.15) = 1.15 minutes
EQ(2) ST = NT
1-Allowances
= 1 = 1.18 minutes
1 - 0.15
8hr/day, a worker produce 8 x 60 / 1.15 = 417 units.
417 x 1min/unit (normal time) = 417 minutes working;
481 -417 = 63 minutes for allowances
8hr/day, a worker produce 8 x 60 / 1.18 = 407 units.
407 x 1min/unit (normal time) = 407 minutes working;
481 -407 = 72 minutes for allowances
16
UCC MBA Margie Capitle
WORK SAMPLING
- it is concerned with how long it takes to
perform a specific task or activity.
- primarily concerned with how workers
spend their time among several tasks or activities.
17
UCC MBA Margie Capitle
1. Basic
Compensation
Systems
2. Individual or Small
Group Incentive
Plan
19
UCC MBA Margie Capitle
3. Organizational Plan
4. Scanlon Plan
20
UCC MBA Margie Capitle
21
UCC MBA Margie Capitle

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JOB DESIGN, REENGINEERING and WORK MEASUREMENT

  • 1. Margie R. Capitle UCC MBA 05 February 2017 1 UCC MBA Margie Capitle
  • 2. Specification of the work activities for an individual or group in an organizational setting. Element Task Job 2 UCC MBA Margie Capitle
  • 3. FACTORS IN JOB DESIGN WHO Mental and physical characteristi cs of the work force WHAT Task(s) to be performed WHERE Geographic locale of organization; location of work areas WHEN Time of day; Time of occurrence in the work flow WHY Organizationa l rationale for the job; objectives and motivation of the worker HOW Method of perfor- mance Ultimate job structure 3 UCC MBA Margie Capitle
  • 4. DEGREE OF LABOR SPECIALIZATION High Speed Specialization -low-cost production, and from a materialistic standpoint, has a greatly enhanced our standard of living. Extreme Specialization - encountered on assembly lines in mass-production industries, often has serious adverse effects on workers, which in turn are often passed on to the production systems in the form of low-quality or defective workers. 4 UCC MBA Margie Capitle
  • 5. To Management 1. Rapid training of the work force 2. Ease in recruiting new workers 3. High output due to simple and repetitive work 4. Low wages due to ease of substitutability of labor 5. Close control over work flow and work loads ADVANTAGES OF SPECIALIZATION To Labor 1. Little or no education required to obtain work 2. Ease in learning job 5 UCC MBA Margie Capitle
  • 6. To Management 1. Difficult in controlling quality since no one person has responsibility for entire product 2. “Hidden” costs or worker dissatisfaction, arising from a. Turnover b. Absenteeism c. Tardiness d. Grievances e. Intentional disruption of production process 3. Reduced likelihood of obtaining improvement in the process because of worker’s limited perspective DISADVANTAGES OF SPECIALIZATION To Labor 1. Boredom stemming from repetitive nature of work 2. Little gratification from work itself 3. Little or no control over the work pace, leading to frustration and fatigue 4. Little opportunity to progress to a betters job 5. Little opportunity to show initiative 6. Local muscular fatigue 7. Little opportunity for communication with co- workers 6 UCC MBA Margie Capitle
  • 7. JOB ENLARGEMENT AND ENRICHMENT Job enlargement means increasing the scope of job quantitatively by adding up more tasks Job enrichment means improvement in the quality of job such that employees are more satisfied and fulfilled 7 UCC MBA Margie Capitle
  • 8. Process of rethinking and restructuring an organization. 8 UCC MBA Margie Capitle
  • 9. 1. Several jobs are combined into one 2. Workers make decisions 3. The steps in the process are performed in natural order 1. Process have multiple versions 2. Work is performed where it makes the most sense 3. Checks and controls are reduced 4. Reconciliation is minimized 5. A case manager provides a single point of contact 6. Hybrid centralized/ decentralized operations are prevalent 9 UCC MBA Margie Capitle
  • 10. TRADITIONAL VALUES 1. My boss pays my salary: for all the talk about serving customers, the real objective is to keep the boss happy 2. I’m just a cog in the wheel: My best strategy is to keep my head down and not make waves. 3. If something goes wrong, I dump the problem onto someone else: Why be identified with trouble? 4. The more direct reports I have, the more important I am: The one with the biggest empire. 5. Tomorrow will be just like today: It always has been, so the company’s past tells me all I need to know. REENGINEERED VALUES 1. Customers pay all our salaries: I must do whatever it takes to please them. 2. Every job in this company is essential and important: I get paid for the value I create. 3. The buck stops here: I must accept ownership of the problems and get them solved 4. I belong to a team: We fail or succeed together, and if we fail, nobody’s empire is winner. 5. Nobody knows what tomorrow holds: Constant learning is part of my job. 10 UCC MBA Margie Capitle
  • 11. 11 UCC MBA Margie Capitle
  • 12. We wish to consider: 1. How the work should be accomplisehd 2. How performance may be evaluated 3. How workers should be compensated (work methods) (work measurement) (work payment plans) 12 UCC MBA Margie Capitle
  • 13. ACTIVITY OBJECTIVE OF STUDY STUDY TECHNIQUES Overall production system Eliminate or combine steps; shorten transport distance; identify delays Flow diagram, service blueprint, process chart Worker at fixed workplace Simplify method; minimize motions Operations charts, simo charts; apply principles of motion economy Worker interacts with equipment Minimize idle time; find number or combination of machines to balance cost of worker and machine idle time Activity chart, worker- machine chart Worker interacts with other workers Maximize productivity; minimize interference Activity charts, gang process charts 13 UCC MBA Margie Capitle
  • 14. TYPE OF WORK MAJOR METHOD OF DETERMINING TASK TIME Very short interval, highly repetitive Videotape analysis Short interval, repetitive Stopwatch time stud: predetermined motion-time data Task in conjunction with machinery or other fixed-processing-time equipmemt Elemental data Infrequent work or work of a long cycle time Work sampling 14 UCC MBA Margie Capitle
  • 15. TIME STUDY An operator performs a task in 2 minutes and the time study analyst estimates him/her to be performing about 20% faster than normal, the normal time would be computed as 2 minutes + 0.20(2minutes), or 2.4 minutes In equation form, Normal time = observed performance time per unit x Performance rating NT = 2(1.2) = 2.4 minutes 15 UCC MBA Margie Capitle
  • 16. TIME STUDY Suppose that the normal time to perform a task is 1minute and that allowances for personal needs, delay and fatigue total 15% of the job time; EQ(1) Standard Time = NT(1 + Allowances) = 1(1 + 0.15) = 1.15 minutes EQ(2) ST = NT 1-Allowances = 1 = 1.18 minutes 1 - 0.15 8hr/day, a worker produce 8 x 60 / 1.15 = 417 units. 417 x 1min/unit (normal time) = 417 minutes working; 481 -417 = 63 minutes for allowances 8hr/day, a worker produce 8 x 60 / 1.18 = 407 units. 407 x 1min/unit (normal time) = 407 minutes working; 481 -407 = 72 minutes for allowances 16 UCC MBA Margie Capitle
  • 17. WORK SAMPLING - it is concerned with how long it takes to perform a specific task or activity. - primarily concerned with how workers spend their time among several tasks or activities. 17 UCC MBA Margie Capitle
  • 18. 1. Basic Compensation Systems 2. Individual or Small Group Incentive Plan 19 UCC MBA Margie Capitle
  • 19. 3. Organizational Plan 4. Scanlon Plan 20 UCC MBA Margie Capitle
  • 20. 21 UCC MBA Margie Capitle