Chapter 4: Workers, Jobs, and job analysis
1. Workforce composition:
_Diversity reflects the differences in human
characteristics and composition in an organization.
The indicators of diversity involve:
➢ Race/ethnicity
➢ National origin/immigration
➢ Age/generational differences
➢ Gender—men and women
➢ Marital and family status
➢ Sexual orientation
➢ Disabilities
➢ Religion
_ Business Contribution of Diverse Workers:
Difference organization will have vairous to approach of
mangement in diversity and it will lead different results
Approach
Results
Ignore Diversity
_Status quo is protected
_Possible legal issues are
increased
_Diversity is not important
Begin the Process of Dealing
with Diversity
_Diversity training is
provided
_Affirmative action
compliance occurs
_Protected classes are a focus
_Conflicts and problems
occur
Build Acceptance of Diversity
_Diversity pays off for
company
_Conflicts are reduced
_Internal problem solving
takes place
Solve Diversity Issues and Create
an Inclusive Culture
_Diversity permeates the
company
_Problems are approached
proactively
_Everyone gets along
_Business results improve
In the “ business case” for diversity must be connected to
organizational goals and strategy including:
➢ Diversity allows new talent and ideas from
employees of different backgrounds, which can
enhance organizational performance.
➢ Diversity helps recruiting and retention because
protected-class individuals often prefer to work in
organizations with coworkers of various
demographics.
➢ Diversity allows for an increase of market share
because customers can be attracted to purchase
products and services with varied demographic
marketing activities.
➢ Diversity can lead to lower costs because there
may be fewer discrimination lawsuits.
_ Race and Ethnicity: US is top of diverse in race which
is estimated more than 50% of the U.S. population,
Hispanic population will increase dramatically, to about
39%, African American population. The Asian population
will triple to about 9% by 2050. These statics show that
the effort to manage race and ethnicity occur every day.
Thanks to HR efforts, people of all races and ethnic
groups were interacting more frequently and working
together more effectively. Immigrant workers also the
significant problems for US
_ Generational Differences:
+ Popular type of populations include:
➢ Matures (born before 1946)
➢ Baby boomers (born 1946–1964)
➢ Generation Xers (born 1965–1980)
➢ Generation Yers (millenials) (born 1981-2000)
+ Various generation => increase in conflict in
organisaition => HR need to manage problems.
+ Managing Multigenerational Workforce: Gaps
between generation is the key factor manager need to
consider when training as well as doing other HR
activities
2. Nature of jobs and works:
_Work Flow Analysis: is the study of the way work
moves through an organization. It usually start with
examination of the quantity and quality of the desired
and actual outputs.Then the activities (tasks and jobs)
that lead to the outputs are evaluated to see if they are
achieving. Finally, the inputs (people, material,
information, data, equipment, etc.) must be assessed
to determine if they make the outputs and activities
better and more efficient.
_ Technology and Work Flow Analysis: Impact of
technology affect to all aspect in organizations as
well as in Work Flow Analysis. Comunication,
information search ,… But it also cause negative
effects for example: spending too much time on
social media may reduce work-related productivity
workers
_ Business Process Reengineering: The purpose of
business process reengineering (BPR) is to improve
such activities as product development, customer
service, and service delivery. BPR consists of three
phases:
➢ Rethink: Examine how the current organization
of work and jobs affects customer satisfaction and
service.
➢ Redesign: Analyze how jobs are put together, the
work flow, and how results are achieved; then
redesign the process as necessary.
➢ Retool: Look at new technologies (equipment,
computers, software, etc.) as opportunities to
improve productivity, service quality, and
customer satisfaction.
+ Job design refers to organizing tasks, duties,
responsibilities, and other elements into a productive
unit of work. Job design receives attention for three
major reasons:
➢ Job design can influence performance in certain
jobs, especially those where employee motivation
can make a substantial difference.
➢ Job design can affect job satisfaction. Because
people are more satisfied with certain job elements
than others, identifying what makes a “good” job
becomes critical
➢ job design can impact both physical and mental
health. Problems that may require assistance.
_ Workers and Job Design: Depending on
economic and competitive factors, the types of
workers in one firm may include:
➢ Full-time employees
➢ Part-time employees
➢ Independent contractors
➢ Temporary workers
➢ Contingent workers( employee, but a temporary or
part-time worker for a specific period of time and
type of work.)
+ Person-Job Fit:is the one who match
characteristics of people with characteristics of
jobs.although it is a simple but important concept of
matching characteristics of people with
characteristics of jobs. If someone doesn not fit to
the job it’s very hard to change or replace or the job
can be altered.
+ Job-Person Match : Matching people with jobs
they like and fit can have positive consequences. The
more good effort in recruiting and selections will
lead to higher organization performance. The good
facilities will affect to employees because individuals
spend significant time on their jobs
_ Common Approaches to Job Design:
+ Job Enlargement and Job Enrichment: Job
enlargement involves broadening the scope of a job
by expanding the number of different tasks to be
