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Work Design and Measurement

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Work Design and Measurement

Uploaded by

Charisa Samson
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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JOB DESIGN AND

MEASUREMENT
MODULE 9
What will you learn today?

• Quality of Work Life


• Job Design
• Method Analysis
• Motion Study
• Work Measurement
HUMAN RESOURCE OBJECTIVE:

“Manage labor and design jobs so people are effectively


and efficiently utilized.”
Why do people work?
Quality of Work Life

• Quality of work life affects not only workers overall sense of well-being
and contentment but also worker productivity.
Quality of Work Life:

• Working Conditions
✓ Temperature and Humidity
✓ Ventilation
✓ Illumination
✓ Noise and Vibrations
✓ Work Time and Work Breaks
✓ Occupational Health Care
✓ Safety
Quality of Work Life:

• Compensation
✓ Time-based system – compensation based on time an employee has
worked during a pay period (hourly Workers).
✓ Output-based system – compensation based on amount of output
an employee produced during a pay period
Comparison of time-based and output-based pay
systems
Quality of Work Life
Compensation: Incentive Plans
• Individual Incentive Plans – programs that motivate and reward
individual employees based on their performance, productivity, and
achievements. Employees who meet or exceed specific goals or
objectives are typically rewarded with bonuses, promotions, or
additional benefits under these plans.
Quality of Work Life
Compensation: Incentive Plans
• Group Incentive Plans – programs reward employees for their
collective performance, rather than for each employee’s individual
performance. Group incentives programs are most effective when all
group members have some impact on achieving the goal, even through
individual contributes might not be equal.
Quality of Work Life
Compensation: Incentive Plans
• Knowledge-based pay is a reward system that rewards employees
for what they know. Rather than their position, employees’ pay is based
on their knowledge of their specific processes and procedures. The
benefits of Knowledge-Based Pay are an increase in accuracy,
consistency, and quality for all aspects of work performed.
JOB DESIGN
Job Design

• Job design involves specifying the content and methods of jobs.


✓ Job designers focus on
- what will be done in a job, who will do the job
- how the job will be done
- where the job will be done
❖ The objectives of job design include productivity, safety, and quality of
work life.
Job Design: Specialization

• Specialization –work that concentrates on some specific aspect of a


product or service.

The main rationale for specialization is the ability to concentrate one’s


efforts and thereby become proficient at that type of work.
Job Design
Specialization: Advantage and Disadvantage
Behavioral Approaches to Job Design

The importance of these approaches to job design is that they have the
potential to increase the motivational power of jobs by increasing worker
satisfaction through improvement in the quality of work life. To make jobs
more interesting and meaningful, job designers uses the following
techniques:
1. Job enlargement – Giving a worker a larger portion of the total task,
by horizontal loading.
❖ . The goal is to make the job more interesting by increasing the variety
of skills required and by providing the worker with a more recognizable
contribution to the overall output
Behavioral Approaches to Job Design

2. Job rotation means having workers periodically exchange jobs. A


firm can use this approach to avoid having one or a few employees
stuck in monotonous jobs. It works best when workers can be
transferred to more interesting jobs; there is little advantage in having
workers exchange one boring job for another. Job rotation allows
workers to broaden their learning experience and enables them to fill
in for others in the event of sickness or absenteeism.
3. Job enrichment involves an increase in the level of responsibility for
planning and coordination tasks.
EXAMPLE OF JOB ENLARGEMENT (HORIZONTAL JOB EXPANSION)
AND JOB ENRICHMENT (VERTICAL JOB EXPANSION)

PLANNING
Participate in a cross-
function quality-
improvement team

TASK # 3 PRESENT JOB TASK # 2


Lock printed circuit into Manually insert and Adhere labels to printed
fixture for next operation solder six resistors circuit board

CONTROL
Test circuits after
assembly
Employee Empowerment

Employee empowerment refers to the manner in which


companies provide their employees with anything and
everything they need to succeed.
- having a voice in process improvement,
- helping to create and manage new systems and tactics,
- running smaller departments with less oversight from
higher-level management.
Self-Directed Team

• Groups of empowered individuals working together for a common goal.


They are empowered to make certain changes in their work process
• May be organized for short-term or long-term objectives
• Reasons for effectiveness
- Provide employee empowerment
- Provide core job characteristics
- Meet psychological needs ( e.g. .belonging)
JOB DESIGN CONTINUUM

Self-directed Team

Increasing reliance
Empowerment on employee’s
contribution and
increasing
Enrichment
acceptance of
reasonability by
Enlargement employee

Specialization

JOB EXPANSION
Motivation and Incentive System

• Motivation is the word derived from the word ’motive’ which


means needs, desires, wants or drives within the individuals. It is the
process of stimulating people to actions to accomplish the goals. In
the work goal context, the psychological factors stimulating the
people’s behavior can be -desire of money, success, recognition,
job-satisfaction and team work.
• Incentive refers to rewards given to employees in monetary or non-
monetary form in order to motivate them to work more efficiently.
Ergonomics and the Work Environment

Ergonomics (or human factors)


• designing a job to fit the worker so the work is safer and more efficient
• is the scientific discipline concerned with the understanding of interactions
among humans and other elements of a system, and the profession that
applies theory, principles, data and methods to design in order to optimize
human well-being and overall system performance.
✓ Understanding ergonomic issues helps to improve human performance.
✓ Humans come in limited configurations and abilities. Designing tools and
workplace depends on the study of people to determine what they can do
and do not do.
Ergonomics and the Work Environment

The work environment


The physical environment in which employees work, affects their performance, safety, and
quality of work life. Illumination, noise and vibration, temperature, humidity, and air quality
are work-environment factors under the control of the organization and the operations
manager. The manager must approach them as controllable.
Ergonomics also helps to increase productivity by reducing worker discomfort and fatigue
in the work environment.
Components of a comfortable workstation
Method Analysis

Method analysis focuses on how a task is accomplished. Method analysis


and related techniques are useful in office environments as well as in
factory.

Methods techniques are used to analyze:


1. Movement of individuals or materials
2. Activity of human and machine and crew activity
3. Body movement
METHOD ANALYSIS PROCEDURE

1. Identify the operation to be studied

2. Get employee input

3. Study and document current method


4. Analyze the job
5. Propose new methods
6. Install new methods
7. Follow-up to ensure improvements have been achieved
MOTION STUDY
Motion Study

It is the systematic study of the human motions used to perform an operation.


The purpose is to eliminate unnecessary motions and to identify the best
sequence of motions for maximum efficiency.
1. Motion Study Principles – guidelines for designing motion efficient work
procedures.
i. Eliminate unnecessary motions
ii. Combine activities
iii. Reduce fatigue
iv. Improve the arrangement of the workplace
v. Improve the design of tools and equipment
Motion Study

2. Analysis of therbligs – Therbligs are basic elemental motions that make


up a job. The approach is to break jobs down into basic elements and
base improvements on an analysis of these basic elements by
eliminating, combining, or rearranging them.
3. Micromotions Study - use of motion pictures and slow motion to
study motions that otherwise would be too rapid to analyze.
4. Use of Charts – invaluable in studying operations such as data entry,
sewing, surgical and dental procedures, and certain assembly
operations.
WORK MEASUREMENT
WHAT IS WORK MEASUREMENT?

This is concerned with determining the length of time it should take to complete the job.
Job times are vital inputs for capacity planning, workforce planning, estimating labor costs,
scheduling, budgeting, and designing incentive systems.

Standard time - is the amount of time it should take a qualified worker to complete a
specified task, working at a sustainable rate, using given methods, tools and equipment, raw
materials inputs, and workplace arrangement.
Methods of Work Measurement

1. Stopwatch time study – used to develop a time standards based on


observation of one worker taken over a number of cycles time
i. Define the task to be studied, and inform the worker who will be
studied.
ii. Determine the number of cycles to observe.
iii. Time the job, and rate the worker’s performance
iv. Compute the standard time.
Methods of Work Measurement

2. Standard elemental time – derived from a firm’s own historical


time study data
i. Analyze the job to identify the standard elements.
ii. Check the file for elements that have historical times, and record
them. Use time study to obtain others, if necessary.
iii. Modify the file times if necessary (explained below).
iv. Sum the elemental times to obtain the normal time, and factor in
allowances to obtain the standard time.
Methods of Work Measurement

3. Predetermined time standards involve the use of published data


on standard elemental times:
i. They are based on large numbers of workers under controlled
conditions.
ii. The analyst is not required to rate performance in developing the
standard.
iii. There is no disruption of the operation.
iv. Standards can be established even before a job is done.
Methods of Work Measurement

4. Work sampling -Technique for estimating the proportion of time that a worker or
machine spends on various activities and the idle time.
i. Clearly identify the worker(s) or machine (s) to be studied.
ii. Notify the workers and supervisors of the purpose of the study to avoid arousing
suspicious.
iii. Compute an initial estimate of sample size.
iv. Develop a random observation schedule.
v. Begin taking observations. Recompute the required sample size several times during
the study
vi. Determine the estimated proportion of time spent on the specified activity.

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