Technology & Work Design
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The document discusses concepts of work design and technology. It presents two theories of work design: Job Characteristics Theory and Social Information Processing theory. It also discusses how technology impacts work design through team and continuous improvement processes, reengineering work processes, flexible manufacturing systems, and potential worker obsolescence. The presentation was made by Bina Gupta under the supervision of Ravi Bhattrai in the BIM department.
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Job analysis
Job analysis is the process of studying and collecting information about the operations, responsibilities, duties, and organizational aspects of specific jobs. It provides a detailed analysis of the job title, required skills and qualifications, tasks and duties, tools and equipment used, and relationships with other roles. The objectives of job analysis include work simplification and improvement of productivity, establishing work standards and performance expectations, and providing data to support human resource functions like recruitment, selection, training, and performance evaluation. Job design is the process of structuring job content, responsibilities, relationships, and methods to improve technical efficiency and job satisfaction by creating a good match between job requirements and human attributes.
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The document discusses job design and ergonomics. It defines job design as deciding the content, methods, and relationships within an organization. It also outlines factors that affect job design and proposals like cross-training, job enlargement, job enrichment, and team production. The document then defines ergonomics as the scientific study of human capabilities and aims of ergonomics to improve effectiveness, efficiency, and fit the job to the person. It lists benefits of ergonomics as improved safety, comfort, job satisfaction, and quality of life while reducing stress and fatigue.
Job analysis & design
The document discusses job design and analysis. It defines job design as determining duties, responsibilities, methods and relationships for a job. Job analysis provides information on what workers do, required skills, relationships and attributes. Analysis informs recruitment, selection, training and performance reviews. Job design considers organizational needs, the environment and employee behaviors and goals. Approaches include engineering, focusing on efficiency, and human relations, emphasizing meaningful work. The job characteristics model links characteristics like autonomy and feedback to outcomes like satisfaction. Techniques involve simplification, enlargement, rotation and enrichment.
Bab 3 slides_tambahan_29hb_september_2011_semester_a111
The document discusses job analysis, which is the systematic process of collecting information to identify similarities and differences in work. It notes that job analysis data is needed for personnel functions like compensation to establish fair pay differences based on job-related factors. The key issues are ensuring the data collected is useful, acceptable, reliable, and valid for making compensation decisions.
Job analysis & design 4-12-2014
The document discusses job analysis and job design. It defines job analysis as gathering information about jobs through investigating duties, tasks, activities, and responsibilities. Job analysis provides the foundation for HR functions like job descriptions, selection, training, and performance reviews. It describes job content, requirements, and context. Popular job analysis methods include functional job analysis, position analysis questionnaire, and critical incident technique. Job design techniques resulting from job analysis include job simplification, enlargement, rotation, and enrichment. The goal of job design is to improve organizational performance through motivating employees.
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The document discusses job design and its relationship to employee motivation and quality of work. It presents a conceptual model of job design that considers individual differences, job context, analysis, and performance outcomes. The model correlates elements like job content, requirements, and context to job satisfaction and performance. Additionally, the document evaluates how employee perceptions of their jobs impacts performance. It assesses approaches to job design like job enlargement, rotation, and enrichment, and their potential benefits and issues. Finally, the document introduces the job characteristics model of relating job design elements to psychological states and outcomes, and discusses how job design integrates with total quality management approaches.
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This document discusses five approaches to job design: job rotation, job engineering, job enlargement, job enrichment, and socio-technical systems. Job rotation involves moving employees between different jobs to reduce boredom and allow them to gain new skills. However, it increases training costs and can disrupt work and demotivate employees seeking specialized responsibilities.
Job analysis and job design
Job Analysis is the process of determining and recording all the pertinent information about a specific job, including the tasks involved, the knowledge and skill set required to perform the job, the responsibilities attached to the job and the abilities required to perform the job successfully.
↓↓↓↓ Read More:
@ Kindly Follow my Instagram Page to discuss about your mental health problems-
-----> https://instagram.com/mentality_streak?utm_medium=copy_link
@ Appreciate my work:
-----> behance.net/burhanahmed1
Thank-you !
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Job analysis
Job analysis is the process of studying and collecting information about the operations, responsibilities, duties, and organizational aspects of specific jobs. It provides a detailed analysis of the job title, required skills and qualifications, tasks and duties, tools and equipment used, and relationships with other roles. The objectives of job analysis include work simplification and improvement of productivity, establishing work standards and performance expectations, and providing data to support human resource functions like recruitment, selection, training, and performance evaluation. Job design is the process of structuring job content, responsibilities, relationships, and methods to improve technical efficiency and job satisfaction by creating a good match between job requirements and human attributes.
job design and ergonomics
The document discusses job design and ergonomics. It defines job design as deciding the content, methods, and relationships within an organization. It also outlines factors that affect job design and proposals like cross-training, job enlargement, job enrichment, and team production. The document then defines ergonomics as the scientific study of human capabilities and aims of ergonomics to improve effectiveness, efficiency, and fit the job to the person. It lists benefits of ergonomics as improved safety, comfort, job satisfaction, and quality of life while reducing stress and fatigue.
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The document discusses job design and analysis. It defines job design as determining duties, responsibilities, methods and relationships for a job. Job analysis provides information on what workers do, required skills, relationships and attributes. Analysis informs recruitment, selection, training and performance reviews. Job design considers organizational needs, the environment and employee behaviors and goals. Approaches include engineering, focusing on efficiency, and human relations, emphasizing meaningful work. The job characteristics model links characteristics like autonomy and feedback to outcomes like satisfaction. Techniques involve simplification, enlargement, rotation and enrichment.
Bab 3 slides_tambahan_29hb_september_2011_semester_a111
The document discusses job analysis, which is the systematic process of collecting information to identify similarities and differences in work. It notes that job analysis data is needed for personnel functions like compensation to establish fair pay differences based on job-related factors. The key issues are ensuring the data collected is useful, acceptable, reliable, and valid for making compensation decisions.
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The document discusses job analysis and job design. It defines job analysis as gathering information about jobs through investigating duties, tasks, activities, and responsibilities. Job analysis provides the foundation for HR functions like job descriptions, selection, training, and performance reviews. It describes job content, requirements, and context. Popular job analysis methods include functional job analysis, position analysis questionnaire, and critical incident technique. Job design techniques resulting from job analysis include job simplification, enlargement, rotation, and enrichment. The goal of job design is to improve organizational performance through motivating employees.
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The document discusses job design and its relationship to employee motivation and quality of work. It presents a conceptual model of job design that considers individual differences, job context, analysis, and performance outcomes. The model correlates elements like job content, requirements, and context to job satisfaction and performance. Additionally, the document evaluates how employee perceptions of their jobs impacts performance. It assesses approaches to job design like job enlargement, rotation, and enrichment, and their potential benefits and issues. Finally, the document introduces the job characteristics model of relating job design elements to psychological states and outcomes, and discusses how job design integrates with total quality management approaches.
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This document discusses five approaches to job design: job rotation, job engineering, job enlargement, job enrichment, and socio-technical systems. Job rotation involves moving employees between different jobs to reduce boredom and allow them to gain new skills. However, it increases training costs and can disrupt work and demotivate employees seeking specialized responsibilities.
Job analysis and job design
Job Analysis is the process of determining and recording all the pertinent information about a specific job, including the tasks involved, the knowledge and skill set required to perform the job, the responsibilities attached to the job and the abilities required to perform the job successfully.
↓↓↓↓ Read More:
@ Kindly Follow my Instagram Page to discuss about your mental health problems-
-----> https://instagram.com/mentality_streak?utm_medium=copy_link
@ Appreciate my work:
-----> behance.net/burhanahmed1
Thank-you !
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Job design involves structuring jobs to improve performance and motivation by considering the tasks, responsibilities, relationships, and methods required. Effective job design expands roles to enhance flexibility and satisfaction by providing variety, autonomy, feedback, and opportunities to fully utilize employee abilities. While scientific management minimized skills and autonomy, modern approaches emphasize teamwork, multi-skilling, quality management, and redesigning roles to challenge workers and address both organizational and individual needs.
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The document discusses various approaches to job design, including designing for efficiency, motivation, safety, health, and mental capacity. It defines job design and redesign, and describes how jobs can be designed to maximize efficiency through simplification and specialization using an industrial engineering approach. It also covers designing jobs to motivate employees by providing autonomy, varied tasks, meaningful work, and flexibility through approaches like job enrichment, enlargement, self-managed work teams, flexible schedules, and telework. The document emphasizes the importance of ergonomic job design for health and safety, and of limiting mental demands through simplification and clear instructions.
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Job design
Job design involves structuring jobs to improve performance and motivation by considering the tasks, responsibilities, relationships, and methods required. Effective job design expands roles to enhance flexibility and satisfaction by providing variety, autonomy, feedback, and opportunities to fully utilize employee abilities. While scientific management minimized skills and autonomy, modern approaches emphasize teamwork, multi-skilling, quality management, and redesigning roles to challenge workers and address both organizational and individual needs.
Job design
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The document discusses various approaches to job design, including designing for efficiency, motivation, safety, health, and mental capacity. It defines job design and redesign, and describes how jobs can be designed to maximize efficiency through simplification and specialization using an industrial engineering approach. It also covers designing jobs to motivate employees by providing autonomy, varied tasks, meaningful work, and flexibility through approaches like job enrichment, enlargement, self-managed work teams, flexible schedules, and telework. The document emphasizes the importance of ergonomic job design for health and safety, and of limiting mental demands through simplification and clear instructions.
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Job design
Job design involves organizing work activities to maximize performance by integrating work content, rewards, and qualifications for each job to meet employee and organizational needs. Job simplification breaks jobs into small, repetitive tasks to increase productivity but can lead to boredom and lower quality. Job rotation periodically moves employees between different jobs to develop a variety of skills but can be stressful and wasteful. Job enrichment provides more responsibility, decision-making, and challenges to employees to reduce turnover and motivate performance, though it increases workload and needs additional skills. Job enlargement expands tasks to utilize abilities better but increases work burden and requires training.
Hrm3 job_analysis_group
Job analyses and descriptions are important HR tools. Job analyses involve collecting data on job tasks, requirements, and worker characteristics. This data is used to develop job descriptions which summarize the key duties and qualifications for a role. Effective job analyses can help inform many HR functions like recruiting, performance reviews, and training. However, job analyses are subjective and can be influenced by the perspectives of those conducting the analysis. Without a job analysis, selection criteria may not accurately predict job performance.
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This document discusses different approaches to measuring employee performance, including the trait, behavior, and results approaches. It provides true/false and multiple choice questions about key aspects of each approach. Specifically:
- The behavior approach emphasizes how an employee performs their job rather than traits or results. It is most appropriate when the link between behaviors and results is not obvious.
- The results approach emphasizes outcomes rather than behaviors or traits. It is best used when behaviors and results are obviously related and results show consistent improvement over time.
- The trait approach emphasizes stable individual attributes like cognitive abilities and personality over specific situations, behaviors, and results. It may be most suitable during periods of significant organizational change.
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The document discusses the design and redesign of work systems. It covers three main topics: 1) What workers do, including job specialization, enlargement, rotation, enrichment, and vertical loading. 2) What workers need, such as work-life balance, safety, and representation. 3) How jobs interface with each other, including pooled, sequential, and reciprocal interdependence. The goal of work system design is to allocate tasks efficiently while meeting worker needs and accounting for relationships between different roles.
HMR Function
This document discusses the human resource management function of job analysis. It describes how job analysis involves forecasting human resource needs, gathering job information through interviews and observations, and analyzing the data to develop job descriptions and specifications. The key aspects of job analysis are determining the tasks, skills, and qualifications required for each job based on objectives, standards, and work conditions.
Job redesign
Job redesign refers to changes made to jobs to improve quality or productivity and can include job rotation, enlargement, or enrichment. Effective job redesign focuses on increasing skill variety, task identity, task significance, autonomy, and feedback for workers by forming work units, establishing relationships, combining tasks, loading work vertically, and opening feedback channels.
Chapter02
In the movie Metropolis, the workers are viewed very negatively. They are seen as cogs in a machine who work long hours under difficult conditions in the vast underground machines that power the city. The workers live separated from the elite in the city and seem miserable and drained from their labor. They do not appear to enjoy or find meaning in their work.
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This document is a multimedia presentation by Vaughn M. Bradley Jr. on obsolete and emerging technologies in education. It discusses the overhead projector, an obsolete technology that was popular in schools during the 1980s and 1990s as it allowed teachers to write and project images. However, overhead projectors are being replaced by interactive whiteboards, an emerging technology. Interactive whiteboards allow users to control a computer display on the board and use features like video clips, polling, and virtual tools to support modern, hands-on learning. The document examines these technologies through interviews and an analysis of how they are impacted by forces like evolutionary technologies and disruptive technologies.
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The document provides an overview of languages and scripts in Asia. It discusses that half of the world's languages are spoken in just eight Asian countries, with Indonesia having the most at 742 languages. The text then examines the scripts used in various Asian countries and language families, including Chinese ideographs, Brahmic scripts of South Asia, and Roman scripts used in parts of Southeast Asia. It also explores topics like encoding of text, issues with representation of complex scripts, and the development of standards like Unicode to support worldwide language interoperability.
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The document discusses the history and development of multimedia database management systems (MMDBMS). It traces the evolution of MMDBMS from early systems in the 1980s to recent advancements in security, indexing/retrieval, manageability, and performance. Personal computer growth, hardware compatibility, and internet usage drove increased demand for multimedia databases. Recent improvements include enhanced security features, improved indexing and retrieval of multimedia data through standards like MPEG, better manageability through synchronization and replication, and higher retrieval performance due to disk technology advances. The ongoing development of networking and hardware will continue shaping this evolving technology.
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Job design
Job design integrates work content, rewards, and qualifications to meet employee and organizational needs. It includes traditional scientific management approaches as well as motivational design using core job characteristics like skill variety and autonomy. Mechanisms of job design include job simplification, rotation, enlargement, and enrichment. Job enrichment focuses on depth while enlargement adds tasks. Employee empowerment gives means, ability and authority through approaches like allowing more control. Quality of work life programs aim to satisfy personal needs through flexibility, autonomous work groups, and participation to increase job involvement, competence, and satisfaction.
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The document discusses multimedia and its various elements and uses. Multimedia is defined as a combination of text, sound, graphics, video, and animation delivered by computer or electronic media. The key elements of multimedia discussed are text, images, sound, animation, and video. The document also explores the uses of multimedia in business, education, homes, and public places.
Multimedia ppt
Multimedia refers to the integration of multiple mediums of communication like text, graphics, audio, and video. Using multimedia in the classroom can facilitate learning through interactive icebreaker activities and videos or games that enhance language and culture. The advantages of multimedia include students learning more easily and quickly, and having access to entertaining and educational resources, while disadvantages are the need for reliable electricity, potential addictiveness of equipment, and health issues like visual fatigue.
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The document introduces multimedia and its uses. It defines multimedia as using more than one media element, such as text, graphics, sound, animation and video. Most multimedia is digitized and interactive, allowing users some control over the content. It is used in business, education, entertainment and on the internet. Careers in multimedia include positions in management, production, art, content and support.
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This document discusses different approaches to work design: engineering, motivational, and socio-technical. The engineering approach uses traditional jobs and groups with high routinization and low autonomy. The motivational approach focuses on enriched jobs with high variety, autonomy, and feedback. The socio-technical approach uses self-managing teams that have control over tasks and are multi-skilled and flexible. It also outlines factors to consider like technical interdependence and personal needs to design work that optimizes technology and personal satisfaction.
Job design
Job design has evolved over time from early concepts like division of labor to more modern approaches. Adam Smith introduced division of labor while Fayol emphasized administration. Taylor introduced scientific management focusing on specialization, standardization, and simplification. Herzberg later introduced job enrichment to provide intrinsic motivation through responsibility, achievement, and growth. Job analysis involves understanding job content, requirements, and context to effectively design jobs. Common job design approaches include enrichment, enlargement, rotation, and flexibility. The goal is to optimize productivity and satisfaction through meaningful, well-structured work.
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This document discusses software project management. It begins by defining project management and its goals of supporting smooth development and reducing problems. It then discusses the four key aspects of effective software project management: people, product, process, and project. For each of these, it provides details on important considerations and best practices. It also discusses project planning, monitoring and control, termination. Finally, it defines important terms related to metrics and measurements for software projects.
Production & opeartions management
The document discusses the interrelation between product/service design and process design. It makes three key points:
1. Product/service design and process design are interrelated - decisions in one area impact the other. Process design can constrain product design and vice versa.
2. Early decisions in design commit an organization to later costs. Relatively early design decisions determine costs that will be incurred later in production.
3. Process selection depends on considerations like the product-process grid, degree of vertical integration, flexibility of resources, and capital-labor mix. The type of product selected defines the type of production process required.
Training Strategie Action Learning
The document summarizes Carsem's implementation of lean manufacturing over multiple phases using various organizational development tools and methods. It discusses (1) using the McKinsey 7S framework as an overall implementation plan, (2) employing action learning teams to solve real business issues through short cycles of training and projects, and (3) applying the PDCA model at various stages of training, project implementation, review of results, and proliferation across lines. The implementation helped Carsem reduce waste, improve productivity and increase customer value.
Mhs bpm conference- 04-11-2014
Had a heaven sent opportunity to carry out a half a day workshop on business process management.
Conducting lean six sigma workshops to allow organizations including not for profits to harness the true potential of lean six sigma - transactional cost reductions and waste removal. To identify and mitigate risk in projects to achieve efficiency and productivity gains
Was also a panellist along with Deloittes and the kaizen Institute on a lunchtime webinar on process re-engineering
Jagadeeshdv abhaydesai-131008015757-phpapp02
This document describes a case study of using a hybrid talent management model to improve project outcomes. The model combined regular team meetings, an employee suggestion scheme, self-managed teams, quality circles, and continuous competency development. It resulted in higher employee satisfaction and lower attrition, more ideas generated, higher revenue, better delivery performance, and increased customer satisfaction, especially regarding innovation and value. Tangible benefits included reduced application maintenance costs and improved system uptime. The hybrid model thus achieved project certainty through motivating talent and ensuring active employee involvement.
Jagadeesh dv abhaydesai
This document describes a case study on using a hybrid talent management model to improve project outcomes. The model combines several employee engagement techniques, including regular team meetings, an employee suggestion scheme, self-managed work teams, and quality circles. It was implemented for a project at Tata Consultancy Services to increase employee satisfaction, reduce attrition, and improve customer satisfaction. Key results included higher employee satisfaction scores, lower attrition rates, increased revenue, lower application maintenance costs, and higher system availability. The hybrid model provided opportunities for idea generation in both project and operations modes. Continuous competency development was also emphasized to sustain employee motivation and idea generation.
Chapter 2 ext- business-process-reengineering.pptx
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Technology & Work Design
- 1. Presented by: Bina Gupta BIM 7th sem Under the Supervision of Ravi Bhattrai BIM Department 12/31/2014 1
- 2. Contents Concept Theories of work design Technology and work design 12/31/2014 2
- 3. Concept: Technology Process of transferring input into output Substitute machine for human labor Varies depending on work design 12/31/2014 3
- 4. Concept: Work design Process of defining and structuring jobs Specifies the content and method of doing job 12/31/2014 4
- 5. Concept: Work design Methods of work design Job Specialization Job Specification Job Rotation Job Enlargement Job Enrichment Autonomous team 12/31/2014 5
- 6. Theories of work design Job Characteristics Theory Social Information processing theory 12/31/2014 6
- 7. Theories of work design: Job Characteristics Theory Developed by Hackman and Oldham This theory states that critical psychological states determines the impact of job characteristics on employee response to the task 12/31/2014 7
- 8. Theories of work design: Job Characteristics Theory The various psychological states are: Experienced meaningfulness of work Experienced responsibility for work outcome Knowledge of results 12/31/2014 8
- 9. Theories of work design: Job Characteristics Theory Job characteristics that triggers Psychological state are: Skills variety Task identity Task significance Autonomy Feedback 12/31/2014 9
- 10. Theories of work design: Social Information Processing theory States that social information in the workplace influences how employees perceive and react to job characteristics. Employees adapt attitudes and behaviours in response to social cues with whom they interact 12/31/2014 10
- 11. Theories of work design: Social Information Processing theory Social information and job characteristics reinforce each other Positive social information and well design job produces positive reaction Negative social information and poor design job produces negative reaction 12/31/2014 11
- 12. Technology and Work design Team and continuous improvement process Reengineering work process Flexible manufacturing system Worker Obsolesce 12/31/2014 12
- 13. Technology and Work design: Team and continuous improvement process Also termed as TQM TQM advocates continuous improvement of product quality through everyone’s commitment and involvement to satisfy costumer’s need. 12/31/2014 13
- 14. Technology and Work design: Team and continuous improvement process This process uses PDCA cycle ( Plan, Do, Check, Act) for incremental improvements 12/31/2014 14
- 15. Technology and Work design: Team and continuous improvement process Requirements for continuous improvement Process (TQM) New Technology Employee involvement Commitment Team Effort Production methods Costumer orientation Control 12/31/2014 15
- 16. Technology and Work design: Team and continuous improvement process Tools for continuous improvement process Quality circle Zero defect Just in Time Quality control Quality assurance Training 12/31/2014 16
- 17. Technology and Work design: Reengineering Work Process Radical redesign of the work process Individual processes are combined to gain efficiencies and productivity Workers are allowed to make decisions on the spot to eliminate process roadblocks and increase speed to market 12/31/2014 17
- 18. Technology and Work design: Reengineering Work Process Key elements of reengineering are: Identify distinctive competencies Assess core processes Horizontal reorganization 12/31/2014 18
- 19. Technology and Work design: Flexible Manufacturing System Based on the flexible technology Integrates CAD, engineering and manufacturing Relies on computer programs 12/31/2014 19
- 20. Technology and Work design: Flexible Manufacturing System Requirements for flexible manufacturing system Computer aided design Employees Organic Structure 12/31/2014 20
- 21. Technology and Work design: Worker Obsolescence Repeated tasks and Merchandized activities are being automated Jobs are being engineered for high productivity Jobs require computer literacy, interpersonal skills and team work Focuses on skill development 12/31/2014 21
- 22. 12/31/2014 22