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CHAPTER 6
HUMAN RESOURCES,
JOB DESIGN &
WORK MEASUREMENT
LEARNING OBJECTIVES
When you complete this chapter you should be able to;
Describe labor-planning policies

Identity the major issues in job design
Identity major economic and work environment issues
Use the tools of methods analysis
Identify four ways of establishing labor standards
Find the proper sample size for a time study
JOB DESIGN
specifies the tasks that constitute a job for an individual or a group
an allocation of specific work tasks to individuals or groups
FIVE COMPONENTS OF JOB DESIGN
1.JOB SPECIALIZATION
a process that occurs when employees gain knowledge, education and experience in
a specific area of expertise
Accomplished in several ways:

development of dexterity
less loss of time because the employee would not be changing jobs or tools
development of specialized tools and the reduction of investment because each
employee has only a few tools needed for a particular task
CHARLES BABBAGE (19TH CENTURY)
determined that a fourth consideration was also important for labor efficiency
suggested paying exactly the wage needed for the particular skill required
( these four advantages of labor specialization are still valid today)
2. JOB EXPANSION
- Theory that variety makes the job BETTER and that the employee therefore
enjoys work life
JOB ENLARGEMENT- occurs when we add tasks requiring similar skill to an
existing job
JOB ROTATION- a version of job enlargement that occurs when the employee is
allowed to move from one specialized job to another
JOB ENRICHMENT- which adds planning and control to the job
EMPLOYEE EMPOWERMENT- enlarging employee jobs so that the
added responsibility and authority are moved to the lowest level possible
3. PSYCHOLOGICAL COMPONENTS
Effective human resources also requires consideration of job design's
psychological components. These components focus on designing jobs that meet
minimum psychological requirements.
HAWTHRONE STUDIES- introduced psychology to the workplace-this study were initiated

to determine the impact of lighting on productivity.
CORE JOB CHARACTERISTICS

skill variety - requiring worker to use a variety of skills and talents.
job identity - allowing the worker to perceive the job as a whole and recognize a
start and a finish.
job significance - providing a sense that the job has an impact on the organization
and society.
autonomy - offering freedom, independence, and discretion.
feedback - providing clear, timely information about performance.
4. SELF DIRECTED TEAM
A group of empowered individuals working together to reach a common goal.
LIMITATIONS OF JOB EXPANSION

Higher capital cost
Individual differences
Higher wage rate
Smaller labor pool
Higher training cost
5. MOTIVATION AND INCENTIVE SYSTEM

Our discussion of the psychological components of job design provides insight into the
factors contributing to job satisfaction and motivation.
ERGONOMICS AND THE
WORK ENVIRONMENT
ERGONOMICS
-the study of people in their working environment.
-When the operation manager is interested in building a good interface between humans, the
environment and the machines, the study of work.
Operator input to machines

Feedback to operators
Work environment
9
METHOD ANALYSIS
focuses on how a task is accomplished.
Method analysis and related techniques are useful in office environments as

well as in the factory. Methods techniques are used to analyze:
Movement of individuals Body Movement

or materials
Activity of human and machine and crew activity

Flow diagrams
are schematics (drawings) used to investigate long-cycle
repetitive movement of people or material.
Process Charts
use symbols, to help us understand the movement of people or material.
Activity Charts
are used to study and improve the utilization of an operator and a
machine or some combination of operators ( a “crew” ) and machines.
Operations Chart
A chart depicting right and left hand motions.
THE VISUAL WORKPLACE
A visual workplace uses low-cost visual devices to share
information quickly and accurately.
Labor Standards
are the amount of time required to perform a job or part of a job, and they exist,
formally or informally, for all jobs.
Four ways of establishing labor standards

Historical experience
Time studies
Predetermined time standards
Work Sampling
WORK SAMPLING
An estimate, via sampling, of the percentage of time that a worker spends on various tasks.
Work Sampling The fourth method of developing labor or production standards, work
sampling, was developed in England by L. Tippet in the 1930s. Work sampling
estimates the percentage of time that a worker spends on various tasks. Random
observations are used to record the activity that a worker is performing. The results are
primarily used to determine how employees allocate their time among various
activities.
Knowledge of this allocation may lead to
Staffing changes,
reassignment of duties,
estimates of activity cost,
setting of delay allowances for labor standards.
When work sampling is performed to establish delay allowances, it is sometimes called a ratio
delay study.
The work-sampling procedure can be summarized in five steps:
1. Take a preliminary sample to obtain an estimate of the parameter value (e.g

percentage of time a worker is busy).
2. Compute the sample size required.
3. Prepare a schedule for observing the worker at appropriate times. The concept of
random numbers is used to provide for random observation.
4. Observe and record worker activities.
5. Determine how workers spend their time (usually as a percentage).
To determine the number of observations required, management must decide on the desired
confidence level and accuracy. First, however, the analyst must select a preliminary value for
the parameter under study (Step I above). The choice is usually based on a small sample of
perhaps 50 observations.
The following formula then gives the sample size for a desired
confidence and accuracy:
n = (z ^ 2 * p(1 - p))/(h ^ 2)
Work sampling offers several advantages over time-
study methods.
First, because a single observer can observe several workers
simultaneously, it is less expensive.
Second, observers usually do not require much training, and no
timing devices are needed.
Third, the study can be temporarily delayed at any time with little
impact on the results.
Fourth, because work sampling uses instantaneous observations over
a long period, the worker has little chance of affecting the study’s
outcome.
Fifth, the procedure is less intrusive and therefore less likely to
generate objections.
The disadvantages of work sampling are
it does not divide work elements as completely as time studies,

it can yield biased or incorrect results if the observer does not follow random
routes of travel and observation, and
because it is less intrusive, it tends to be less ac- curate; this is particularly true when
job content times are short.
Work-Sampling Time Studies
These two work sampling time studies were done to determine what salespeople do at a
wholesale electronics distributor (left) and a composite of several auto assembly-line
employees (right)
STUDENT TIP
Mutual trust and commitment cannot be achieved without ethical behavior.
Ethics
Ethics in the workplace presents some interesting challenges.
As we have suggested in this chapter, many constraints influence job design.

The issues of fairness, equity, and ethics are pervasive. Whether the issue is
equal opportunity or safe working conditions, an operations manager is often
the one responsible. Managers do have some guidelines. By knowing the law,
working with OSHA, state agencies, unions, trade associations, insurers, and
employees, managers can often determine the parameters of their decisions.
Human resource and legal departments are also available for help and
guidance through the labyrinth of laws and regulations.
Management’s role is to educate employees;
specify the necessary equipment, work rules, and work environment; and then enforce
those requirements, even when employees think it is not necessary to wear safety
equipment. We began this chapter with a discussion of mutual trust and commitment,
and that is the environment that managers should foster.
Ethical management requires no less.

THANK YOU
GROUP 6
JOSA GODES
CHRISTINE MAHILUM
MARLYN MONDANO
DONNA MAY POVADORA

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CHAPTER 6

Describe labor-planning policies

Accomplished in several ways:

HAWTHRONE STUDIES- introduced psychology to the workplace-this study were initiated

CORE JOB CHARACTERISTICS

LIMITATIONS OF JOB EXPANSION

5. MOTIVATION AND INCENTIVE SYSTEM

Operator input to machines

Method analysis and related techniques are useful in office environments as

Movement of individuals Body Movement

Activity of human and machine and crew activity

Four ways of establishing labor standards

1. Take a preliminary sample to obtain an estimate of the parameter value (e.g

it does not divide work elements as completely as time studies,

As we have suggested in this chapter, many constraints influence job design.

Ethical management requires no less.

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