WORK DESIGN AND

STRUCTURE
Learning Objectives

LO 4-1 Analyze an organization’s structure and work-flow

process, identifying the output, activities, and inputs
in the production of a product or service.
LO 4-2 Understand the importance of job analysis in
strategic human resource management.
LO 4-3 Choose the right job analysis technique for a variety
of human resource activities.
LO 4-4 Identify the tasks performed and the skills required in
a given job.
LO 4-5 Understand the different approaches to job design.
LO 4-6 Comprehend the trade-offs among the various
approaches to designing jobs.
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Introduction

No “one best way” to design jobs and structure organizations.

Organizations need to create a fit between environment,
competitive strategy, and philosophy and its jobs and
organizational design.
Failing to design effective organizations and jobs has
important implications for competitiveness.

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 Work-Flow Analysis and Organization Structure 1

Work-Flow Design
• Important in understanding how to bundle tasks into
discrete jobs
Organization Structure
• Need to understand how jobs at different levels relate

LO 4-1
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Work-Flow Analysis and Organization Structure 2

Work-Flow Analysis
• A means to understand all tasks required to produce high-
quality products, and the skills necessary to perform those
tasks

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Figure 4.1 Developing a Work–Unit Activity Analysis

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Work-Flow Analysis and Organization Structure 3

Work-Flow Analysis continued

• Analyzing work outputs
• Can be a product or service

• Must also specify standards for quantity or quality of outputs

• Can create challenges for how to efficiently process inputs to generate
outputs

• Must decided whether to produce whole output or just parts

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Work-Flow Analysis and Organization Structure 4

Work-Flow Analysis continued

• Analyzing work processes
• Determine how output is generated (operating procedures)

• Team-based job design

• Efficiency experts can improve work-flow processes
• Lean production

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Employee Motivation

This job may look tedious or

possibly even uninteresting.
Considering how to engage
employees in seeing the
benefits of their work outside
of the lab is an important
way to motivate them
through their day.

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Work-Flow Analysis and Organization Structure 5

Work-Flow Analysis continued

• Analyzing work inputs
• Raw materials
• Just-in-time inventory

• Equipment
• Technology improves human operators

• Human skills

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Work-Flow Analysis and Organization Structure 6

Organization Structure
• Dimensions of structure
• Centralization

• Departmentalization

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Work-Flow Analysis and Organization Structure 7

Organization Structure continued

• Structural configurations
• Functional structure

• High levels of centralization

• Very efficient with little redundancy
• Divisional structure
• Low levels of centralization
• More flexible and innovative
• Not efficient

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Figure 4.2 The Functional Structure

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SOURCE: Adapted from J. A. Wagner and J. R. Hollenbeck, Organizational Behavior: Securing Competitive Advantage, 3rd ed. (New York: Prentice Hall, 1998). 13
Figure 4.3 Divisional Structure: Product Structure

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SOURCE: Adapted from J. A. Wagner and J. R. Hollenbeck, Organizational Behavior: Securing Competitive Advantage, 3rd ed. (New York: Prentice Hall, 1998). 14
Figure 4.4 Divisional Structure: Geographic Structure

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SOURCE: Adapted from J. A. Wagner and J. R. Hollenbeck, Organizational Behavior: Securing Competitive Advantage, 3rd ed. (New York: Prentice Hall, 1998). 15
Figure 4.5 Divisional Structure: Client Structure

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SOURCE: Adapted from J. A. Wagner and J. R. Hollenbeck, Organizational Behavior: Securing Competitive Advantage, 3rd ed. (New York: Prentice Hall, 1998). 16
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Work-Flow Analysis and Organization Structure 8

Organization Structure continued

• Variations in an organization’s structure
• Keep subunits small

• Divisional structures more flexible and innovative but not very

efficient
• May not make decisions in best interests of the company

• In functional structures, there can be a disconnect between

perceived needs of front-line workers and management
• Little opportunity for self-cannibalization or rogue units

• Most appropriate in stable, predictable environments

• “Middle-of-the-road” approach
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Work-Flow Analysis and Organization Structure 9

Organization Structure continued

• Structure and the nature of jobs
• Jobs in functional structures need to be narrow and highly
specialized.

• Managers of divisional structures often need to be more

experienced or high in cognitive ability relative to managers of
functional structures.

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 Job Analysis 1

The Importance of Job Analysis

• Work redesign
• Human resource planning
• Selection
• Training and development
• Performance appraisal
• Career planning
• Job evaluation

LO 4-2
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Job Analysis 2

The Importance of Job Analysis to Line Managers

• Must have detailed information about all jobs in work
group to understand work-flow process
• Need to understand the job requirements to make
intelligent hiring decisions
• Are responsible for ensuring each individual is performing
satisfactorily
• Must ensure work is being done safely

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Job Analysis 3

Job Analysis Information

• Nature of information
• Job descriptions

• Tasks, duties, and responsibilities (TDRs)

• Need effective balance between breadth and specificity
• Job specifications
• Knowledge, skills, abilities, and other characteristics (KSAOs)
• Not directly observable

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Job Analysis 4

Job Analysis Information continued

• Sources of job analysis information
• Subject-matter experts

• Job incumbent
• Supervisors
• Social networks
• Other sources: customers, external job analysts

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Figure 4.6 Social Network within an Organization

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 Job Analysis 5

Job Analysis Methods

• Position Analysis Questionnaire (PAQ)
• Information input

• Mental processes
• Work output
• Relationships with other persons
• Job context
• Other characteristics

LO 4-3
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Table 4.2 Overall Dimensions of the Position Analysis
Questionnaire

Decision/communication/general responsibilities
Clerical/related activities
Technical/related activities
Service/related activities
Regular day schedule versus other work schedules
Routine/repetitive work activities
Environmental awareness
General physical activities
Supervising/coordinating other personnel
Public/customer/related contact activities
Unpleasant/hazardous/demanding environment
Nontypical work schedules

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Job Analysis 6

Job Analysis Methods continued

• The Occupational Information Network (O*NET)
• Uses a common language that generalizes across jobs to describe
abilities, work styles, work activities, and work context required for
various occupations

• Criticized for being poorly coordinated and redundant and laced

with jargon that is difficult for nonspecialists to understand
• Accurately describes literacy requirements for jobs

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 Job Analysis 7

Dynamic Elements of Job Analysis

• Jobs change and evolve over time
• Job analysis process must also detect changes in nature of jobs

• “Jobs” being replaced by “gigs”

• Workers act as private contractors

LO 4-4
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 Job Design 1

Job Design
• Process of defining how work will be performed and tasks
required in a given job
• Job redesign
• Changing tasks or way work is performed in existing job

• Four basic approaches

LO 4-5 & LO 4-6

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Job Design 2

Mechanistic Approach
• Identify simplest way to structure work to maximize
efficiency
• Scientific management
• Workers are trained in the “one best way” to do job, then selected
on their ability to do the job
• Monetary incentives

• Reduces need for high-ability individuals

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Job Design 3

Motivational Approach
• Focuses on psychological and motivational potential of a
job
• Attitudinal variables are most important
• Job Characteristics Model
• Skill variety
• Task identity
• Autonomy
• Feedback
• Task significance
• Job gentrification

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Job Characteristics Model

Core Job Critical

Characteristics Psychological Outcomes
States

Skill variety Work

motivation
Task identity Meaningfulness
Task significance Growth
satisfaction

Autonomy Responsibility General

satisfaction
Feedback Knowledge Work
from job of results effectiveness

Individual
differences

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Job Design 4

Biological Approach
• Goal is to minimize physical strain by structuring the
physical work environment around how the body works
• Also called ergonomics

• Applied to redesigning equipment for jobs that are

physically demanding
• Sitting or standing for long periods can be damaging

• Has positive psychological effects by providing climate

that values safety and health

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Job Design 5

Perceptual-Motor Approach
• Design jobs that don’t exceed people’s mental capabilities
and limitations
• Based on least capable worker
• Information overload can detract from performance
• Absence presence results when interacting with multiple media

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