PEOPLE, JOB and

ORGANIZATION
The human resources function within companies
today needs to look at itself much more as a
business, because that is how executives are
looking at it and expecting it to operate.

Human Resource Strategy

Overall

long-term approach to
ensuring that an organizations
resources provide a strategic
advantage

serves

as a link betweenhuman
resourcesmanagement and the
overallstrategicplan of an
organization.

David Ulrichs HR Roles

Organizational Design
Seen

which tasks and

responsibilities are divided into
distinct groupings and how the
responsibility and coordination
relationships between the
groupings are defined

Understanding
Organizations
Organizations
Organizations
Organizations
Organizations
Organizations

Systems

are
are
are
are
are

Machines
Organisms
Brains
Cultures
Political

Forms of Organizational
Structure
U-Form

Organization

Forms of Organizational
Structure
M-Form

Organization

Forms of Organizational
Structure

Forms of Organizational
Structure
N-Form

Organization

Job Design
the

function of specifying the

work activities of an individual or
group in an organizational
setting.
Its objective is to develop job
structures that meet the
requirements of the organization
and its technology and that
satisfy the jobholders personal
and individual requirements.

Job Design

Behavioral Considerations in Job

Design
Specialization

of Labor

Behavioral Considerations in Job

Design
Job

Enlargement - entails
adjusting a specialized job to
make it more interesting to the
job holder.
Horizontal Job Enlargement a
worker performs a greater
number or variety of tasks
Vertical Job Enlargement (Job
Enrichment) worker is involved
in planning, organizing and

Physical Considerations in Job

Design
Work

Physiology - sets workrest

cycles according to the energy
expended in various parts of the
job.

Physical Considerations in Job

Design
Ergonomics

the term used

to describe the
study of the
physical
arrangement of
the work space
together with
the tools used
to perform a
task.

Study of Work Methods

The

principal approach to the

study of work methods is the
construction of charts, such as
operations charts, worker
machine charts, simo
(simultaneous motion) charts,
and activity charts, in conjunction
with time study or standard time
data.

Study of Work Methods

Study of Work Methods

Production

Process

Study of Work Methods

Production

Process

Study of Work Methods

Worker

Interacting with
Equipment

Study of Work Methods

Workers

Workers

Interacting with Other

Work Measurement and

Standards
To

set time standards for a job

Reasons:
1. To schedule work and allocate capacity
2. To provide an objective basis for
motivating the workforce and measuring
workers performance
3. To bid new contracts and evaluate
performance on existing ones
4. To provide benchmarks for
improvement

Work Measurement
Techniques
1. Time Study
- highly detailed and repetitive
work
- made with a stopwatch, either
on spot or by analyzing a
videotape for a job
- important for accurately
measuring the work load at the
area or machine

Time Study
Use of Time Observation Sheet

Time Study
Time Observation Group

Time Study

Time Study
Cycle

Time time to complete

the process excluding the waiting
time

So, the cycle

time is 6.75
minutes!
= 135
mins.

Time Study
Current

State vs. Ideal State

Current State:
6.75 minutes

= 70
minutes

Ideal State:
3.5 minutes

Work Measurement
Techniques
2. Work Sampling
- involves observing a portion or
sample of the work activity.
-where observations about work
are collected at discrete time
intervals, either periodic or
random.

Work Measurement
The three primary applications for
work sampling are:
1. Ratio delay to determine the
activity-time percentage for
personnel or equipment.
2. Performance measurement to
develop a performance index for
workers.
3. Time standards to obtain the
standard time for a task.

Steps in Work Sampling

1.

Identify the specific activities or

workers that are the main
purpose for the study.

Work Measurement
Techniques
2.

Plan the sampling procedure.

Determine the Confidence Level

b. Set the accuracy limits
Where;
c. Apply the formula:
a.

Z 2 p(1 p)
E

N = Number of
observations to be made
Z = # of SD asso. w/ a
given CL
P = estimated proportion
of time that the activity
being measured occurs
E = absolute error that is
desired

Example:
In a work sampling study, a
mechanic was found to be idle for
20% of the time. Find out the
number of observations needed to
conform to the above figures with
a confidence level of 95% and a
relative error level by + 5%.

Example:
Solution:
N = (1.96)^2 (0.2)(0.8)
(0.05 x 0.2)^2
= (3.84)(0.16)
(0.010)^2
=
0.61
0.0001
= 6100 observations.

3.

Convert the work sampling

observations into proportions
and calculate desired standard
time estimates.

Normal time = (actual time working)(performance

rating)
# units produced
Standard time = normal time + allowances

Example:

State of Workers

Number of
Observations

Percentage

Working

1600

80%

Idle

400

20%

Total

2000

100%

Actual Working Hours out of 300 hours = (.8 *

300)
= 240 hours

1. Normal time = (actual time working)

(performance rating)
# units produced
= (240*.8)/100
= 192 hours
2. Allowances = (.10*300 hours)
= 30 hours
3. Standard Time =192 hours + 30 hours
= 222 hours
4. Standard number of units per hour = 27,000
parts/222 hours
= 122 parts