Workflow in

Organization
Workflow

- consists of an
orchestrated and repeatable pattern
of business activity enabled by the
systematic organization of resources
into processes that transform
materials, provide services, or
process information.

Goal
To manage the flow of work such that the work is
done at the right time by the proper person.
Definitions
A workflow management system (WFMS) is a
software package that can be used to support
the definition, management and execution of
workflow processes.
A

workflow system (WFS) is a system based on a

WFMS that supports a specific set of business
processes through the execution of computerized
process definition

Job Analysis

Job Analysis is a process to identify and determine

in detail the particular job duties and requirements
and the relative importance of these duties for a
given job.
Job Analysis is a process where judgements are
made about data collected on a job.
An important concept of Job Analysis is that the
analysis is conducted of the Job, not the person.
Job Analysis data may be collected from incumbents
through interviews or questionnaires, the product of
the analysis is a description or specifications of the
job, not a description of the person.

Purpose

The purpose of Job Analysis is to establish and

document the 'job relatedness' of employment
procedures such as:

Training
Performance Review
Compensation
Selection Proceures

Methods
review

of job classification system

incumbent interviews
supervisor interviews
expert panels
structured questionnaires
task inventories
check lists
open-ended questionnaires
observation
incumbent work logs
* A typical method of Job Analysis would be to give the
incumbent a simple questionnaire to identify job duties,
responsibilities, equipment used, work relationships, and
work environment.

What aspects of the job are

analyzed
Duties

and Tasks-The basic unit of a job is the performance of specific tasks

and duties. Information to be collected about these items may include:
frequency, duration, effort, skill, complexity, equipment, standards, etc.
Environment-This may have a significant impact on the physical
requirements to be able to perform a job. The work environment may include
unpleasant conditions such as offensive odors and temperature extremes.
There may also be definite risks to the incumbent such as noxious fumes,
radioactive substances, hostile and aggressive people, and dangerous
explosives.
Tools and Equipment-Some duties and tasks are performed using specific
equipment and tools. Equipment may include protective clothing. These items
need to be specified in a Job Analysis.
Relationships-Supervision given and received. Relationships with internal or
external people.
Requirements-The knowledges, skills, and abilities (KSA's) required to
perform the job. While an incumbent may have higher KSA's than those
required for the job, a Job Analysis typically only states the minimum
requirements to perform the job.

Job Design

Job Design
"Job

Design is the process of deciding on the

contents of a job in terms of its duties and
responsibilities, on the methods to be used in
carrying out the job, in terms of techniques,
systems and procedures, and on the relationships
that should exist between the job holder and his
superior subordinates and colleagues.

Allocation

of specific work tasks to individuals

andgroups.

task can be best defined as a piece of assigned

work expected to be done within a certain time.

Job design is the process

of:
A.) Deciding the contents of the job.
B.) Deciding methods to carry out the
job.
C.) Deciding the relationship which
exists in the organization.
Job analysis helps to develop job
design and it matches the
requirements of the work with the
human qualities required to do the job.

 Through

job design, organizations try to

raise productivity levels by offering nonmonetary rewards such as greater
satisfaction from a sense of personal
achievement in meeting the increased
challenge and responsibility of one's work.

Job

enlargement, job enrichment, job

rotation, and job simplification are the
various techniques used in a job design
exercise.

Importance of Job
Design
If

workers perform tasks as

efficiently as possible, not only does
the organization benefit from lower
costs and greater output per worker,
but workers should be less fatigued.

Surplus

Human Resource
Planning

 Human

Resource Planning attempts

to provide sufficient manpower
required to perform activities.
HR Forecasting is the process of
estimating demand for and supply of
HR in an organization.
Supply is concerned with the estimation of supply of
manpower.

Shortages
SHORTAGES
(A State or situation in which something needed
cannot be obtained in sufficient amounts.)
HR is concerned with bringing the forecast of
future demand and supply of HR. The matching
process refers to bring demand and supply in an
equilibrium position so that shortages and over
staffing position will be solved.

In case of shortages, an organization has to hire

more required number of employees.
conversely, in the case of over staffing, it has to
reduce the level of existing employment.

 Planning for Anticipated Shortages

1. Transfer employees to jobs in which shortage exists
2. Train employees to move up to jobs in which shortage
exists
3. Have Employees work overtime
4. Increase employee productivity
5. Hire part-time employees
6. Hire temporary full-time employees
7. Hire permanent full-time employees
8.Subcontract work to other firms
9.Forgo increases in production
10.Install equipment to perform some of the tasks that
would be done by workers (capital substitution)

 Ways

to increase Employee
Productivity

-- Offer incentives
-- Improve employees job skills to produce more in
less time or at lower cost
-- Re-design work processes and methods so greater
outputs are achieved
-- Use more efficient equipment so greater outputs
are achieved.

Surplus
The

amount of an asset or resource

that exceeds the portion that is
utilized.
A surplus of the workers can be
managed with an HR plan in a
variety of ways. Regardless of the
means, the actions are difficult
because the work force reductions
often are ultimately necessary.

Managing Surplus

Workforce Reductions and the WARN Act

Identifies employer requirements for layoff
advance notice.
60-DAY NOTICE TO EMPLOYEES AND THE LOCAL

COMMUNITY BEFORE A LAYOFF OR FACILITY

CLOSING INVOLVING MORE THAN 50 PEOPLE.
DOES NOT COVER PART-TIME OR SEASONAL
WORKERS.
IMPOSES FINES FOR NOT FOLLOWING
NOTIFICATION PROCEDURE.
HAS HARDSHIP CLAUSES FOR UNANTICIPATED
CLOSURES OR LACK OF BUSINESS
CONTINUANCE CAPABILITIES.

Managing Surplus

Workforce Realignment Downsizing,

Rightsizing, and Reduction in Force (RIF) all
mean reducing the number of employees in an
organization.
Positive consequences
INCREASE COMPETITIVENESS
INCREASED PRODUCTIVITY

Negative consequences

CANNIBALIZATION OF HR RESOURCES
LOSS OF SPECIALIZED SKILLS AND EXPERIENCE
LOSS OF GROWTH AND INNOVATION SKILLS

Managing survivors

PROVIDE EXPLANATIONS FOR ACTIONS AND THE FUTURE

INVOLVE SURVIVORS IN TRANSITION/REGROUPING ACTIVITIES

Managing Surplus

Downsizing approaches
Attrition and hiring freezes

NOT REPLACING DEPARTING EMPLOYEES AND NOT HIRING

NEW EMPLOYEES

Early retirement buyouts

OFFERING INCENTIVES THAT ENCOURAGE SENIOR

EMPLOYEES TO LEAVE THE ORGANIZATION EARLY.

Layoffs

EMPLOYEES ARE PLACED ON UNPAID LEAVE UNTIL

CALLED BACK TO WORK WHEN BUSINESS CONDITIONS
IMPROVE.
EMPLOYEES ARE SELECTED FOR LAYOFF ON THE BASIS
OF THEIR SENIORITY OR PERFORMANCE OR A
COMBINATION OF BOTH.

Managing Surplus

Downsizing approaches

Outplacement services provided to displaced

employees to give them support and

assistance:
PERSONAL CAREER COUNSELING
RESUME PREPARATION AND TYPING SERVICES
INTERVIEWING WORKSHOPS
REFERRAL ASSISTANCE
SEVERANCE PAYMENTS
CONTINUANCE OF MEDICAL BENEFITS
JOB RETRAINING