10HumanResourcesandJobDesign运营管理,英文版

TransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-1?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458OperationsManagementHumanResourcesandJobDesignChapter10TransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-2?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458OutlineGlobalCompanyProfile:LucentTechnologiesHumanResourceStrategyforCompetitiveAdvantageConstraintsontheHumanResourceStrategyLaborPlanningEmploymentStabilityPoliciesWorkSchedulesJobClassificationsandWorkRulesTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-3?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458Outline-continuedJobDesignLaborSpecializationJobExpansionPsychologicalComponentsofJobDesignSelf-DirectedTeamsMotivationandIncentiveSystemsErgonomicsandWorkMethodsTheVisualWorkplaceLaborStandardsTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-4?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458LearningObjectivesDefinejobdesignDescribejobdesigncomponentsExplainmotivationtheories&studiesDefineworkmeasurementDescribeworkmeasurementtechniquesCalculatestandardtimeTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-5?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458LucentTechnologiesFabricationplantsinPennsylvania,Florida,andSpainManufacturingplantsinEngland,Mexico,Thailand,andSingapore揅leanroom?facility4crewschedule-daysforonehalfmonth,nightsforotherhalfSomeworkers8-5tocoordinatewith搊utsidersTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-6?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458ObjectiveofHumanResourceStrategyTomanagelaboranddesignjobssopeopleareeffectivelyandefficientlyutilizedTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-7?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458PeopleandWorkSystemGoalsUsepeopleefficientlywithinconstraintsProvidereasonablequalityofworklife?1995CorelCorp.TransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-8?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458PeopleandWorkSystemAspectsJobDesignLaborStandardsTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-9?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458People&WorkDesignLocationstrategySchedulesProductstrategyLayoutstrategyProcessstrategyIndividualdifferences?1995CorelCorp.PeopleandWorkSystemConstraintsTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-10?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458LaborPlanning/StabilityPoliciesFollowdemandexactlykeepsdirectlaborcoststiedcloselytoproductionincurscostsofhiring/firingunemploymentinsurancelaborwagepremiumHoldemploymentconstantmaintainsatrainedworkforceincurscostsofidletimewhendemandislowmeetingincreaseddemandwhendemandishighTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-11?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458WorkSchedulesStandardworkschedulefiveeight-hourdaysFlex-timeallowsemployees,withinprescribedlimits,todeterminetheirownschedulesFlexibleworkweekfour10-hourdaysPart-timelessthaneighthoursperday,oranirregularscheduleTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-12?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458JobClassificationsandWorkRulesSpecifywhocandowhatwhentheycandoitunderwhatconditionstheycandoitOftenresultofunionpressureRestrictsflexibilityinassignments;consequentlyrestrictsefficiencyofproductionTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-13?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458JobDesignSpecifyingthetasksthatmakeupajobforanindividualorgroupInvolvesdeterminingWhatistobedone(i.e.,responses)Howitistobedone(i.e.,toolsetc.)Whyitistobedone(i.e.,purpose)ResultsinjobdescriptionShowsnatureofjobintask-relatedbehaviorsTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-14?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458ComponentsofJobDesignJobspecializationJobexpansionPsychologicalcomponentsSelf-directedteamsMotivationandincentivesystemsErgonomicsandworkmethodsTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-15?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458LaborSpecializationInvolvesBreakingjobsintosmallcomponentpartsAssigningspecialiststodoeachpartFirstnotedbyAdamSmith(1876)ObservedhowworkersinpinfactorydividedtasksintosmallercomponentsFoundinmanufacturing&serviceindustries?1995CorelCorp.TransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-16?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458Greaterdexterity&fasterlearningLesslosttimechangingjobsortoolsUsemorespecializedtoolsPayonlyforneededskillsLaborSpecializationOftenReducesCostTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-17?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458JobExpansionProcessofaddingmorevarietytojobsIntendedtoreduceboredomassociatedwithlaborspecializationMethodsJobenlargementJobenrichmentJobrotationEmployeeempowermentTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-18?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458JobExpansion/EnrichmentPresentJobControlPlanningEnrichedJobTask#3Task#2EnlargedJobTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-19?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458HighercapitalcostWorkers?preferencesExample:SomepeopleprefersimplejobsHigherwagesrequiredSmallerlaborpoolIncreasedaccidentratesLackoftechnologyJobExpansionConstraintsTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-20?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458JobRotationGeriatrics?1995CorelCorp.Pediatrics?1995CorelCorp.Maternity?1995CorelCorp.TransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-21?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458EmployeeEmpowermentEmployeeEmpowermentControlDecision-MakingPlanningTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-22?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458JobDesignContinuumSpecializationEnlargementEnrichmentEmpowermentSelf-directedTeamsIncreasingrelianceonemployeescontributionandincreasingacceptanceofresponsibilitybyemployeeTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-23?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458HighercapitalcostManyindividualsprefersimplejobsHigherwagesarerequiredsincetheworkermustutilizeahigherlevelofskillAsmallerlaborpoolexistsofpersonsableandwillingtoperformenrichedorenlargedjobsIncreasedaccidentratesmayoccurCurrenttechnologyinsomeindustriesdoesnotlenditselftojobenlargementandenrichmentLimitationstoJobEnlargement/JobEnrichmentTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-24?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458PsychologicalComponentsofJobDesignIndividualshavevalues,attitudes,andemotionsthataffectjobresultsExample:WorkisasocialexperiencethataffectsbelongingneedsEffectiveworkerbehaviorcomesmostlyfromwithintheindividualScientificmanagementarguedforexternalfinancialrewardsFirstexaminedin慔awthornestudiesTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-25?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458CoreJobCharacteristicsSkillvarietyJobidentifyJobsignificanceAutonomyFeedbackTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-26?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458HawthorneStudiesConductedinlate1920抯WesternElectricHawthorneplantShowedimportanceoftheindividualintheworkplaceShowedthepresenceofasocialsystemintheworkplaceTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-27?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458OriginallyintendedtoexamineeffectsoflightingonproductivityScientificmanagementproposedthatphysicalconditionsaffectproductivityResult:ProductivityincreasedregardlessoflightinglevelConclusion:Increasedproductivitywasduetoworkers?receivingattentionHawthorneStudies:WorkplaceLightingTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-28?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458ExaminedeffectsofgrouppieceworkpaysystemonproductivityWorkersunderpieceworksystemshouldproduceasmuchaspossibleScientificmanagementassumesthatpeoplearemotivatedonlybymoneyResult:ProductionlessthanmaximumConclusion:Socialpressurecausedworkerstoproduceatgroup-normlevelHawthorneStudies:PieceworkPayTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-29?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458MotivationWorkerperformancedependsonMotivationAbilityWorkenvironmentMotivationisthesetofforcesthatcompelbehaviorMoneymayserveasapsychological&financialmotivatorTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-30?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458MotivationandMoneyTaylor抯scientificmanagement(1911)WorkersaremotivatedmainlybymoneySuggestedpiece-ratesystemMaslow抯theory(1943)Peoplearemotivatedbyhierarchyofneeds,whichincludesmoneyHerzberg(1959)MoneyeitherdissatisfiesorisneutralinitseffectTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-31?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458MonetaryIncentivesBonuses:Cash&stockoptionsProfitsharing:DistributionofprofitsGainsharing:Rewardforcompanyperformance(e.g.,costreduction)Scanlonplanismostpopular(costreduction.)IncentivesystemsMeasureddaywork:Paybasedonstd.timePiecerate:PaybasedonpiecesdoneTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-32?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458Maslow抯HierarchyofNeedsSelf-ActualizationUseofabilitiesSelf-fulfillmentSocialGroupInteractionJobStatusEgoSelfRespectSafetyPhysicalSafetyJobSecurityPhysiologyFoodShelterTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-33?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458Herzberg抯Motivation/HygieneFactorsAchievementRecognitionAdvancementWorkitselfResponsibilityPersonalgrowthCompanypoliciesandadministrationSupervision-technicalWorkingconditionsInterpersonalrelations-supervisionStatusJobsecuritySalaryJobDissatisfiers(Hygiene)JobSatisfiers(Motivators)TransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-34?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458JobCharacteristicsMotivationSatisfactionJobperformanceAbsenteeism&turnoverCoreJobCharacteristicsPsychologicalStatesPersonal&WorkOutcomesHackman&Oldham(1980)TransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-35?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458Self-DirectedTeamsGroupofempoweredindividualsworkingtogetherforacommongoalMaybeorganizedforshort-termorlong-termobjectivesReasonsforeffectivenessProvideemployeeempowermentProvidecorejobcharacteristicsMeetpsychologicalneeds(e.g.,belonging)TransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-36?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458ErgonomicsandWorkMethodsWorkerperformancedependsonMotivationAbilityWorkenvironmentFoundationlaidbyFrederickTaylorMatchemployeestotaskDevelopworkmethodsEstablishworkstandardsTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-37?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458ErgonomicsStudyofworkAlsocalled慼umanfactorsInvolveshuman-machineinterfaceExamplesMouseKeyboardTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-38?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458MethodsAnalysisFocusesonhowtaskisperformedUsedtoanalyzeMovementofbody,people,ormaterialActivitiesofpeople&machinesToolsProcesschartFlowdiagramActivitychartOperationschart(right-hand,left-hand)TransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-39?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458ProcessChartSUBJECT:RequesttoolpurchaseDist(ft)Time(min)SymbolDescriptionWriteorderOndesk75TobuyerExamine¡=operation;Þ=transport;o=inspect;D=delay;?=storage¡ÞoD¡ÞoD¡ÞoD¡ÞoDTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-40?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458BuyerYouFlowDiagram75ft.TransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-41?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458ActivityChartSubject:Semi-AutoMachineOperatorMachineTime123456LoadmachineBeingloadedIdleRunUnloadBeingUnloadedPresentTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-42?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458OperationsChart(LeftHand/RightHandLeftHandRightHandPresentMethodSymbolSymbolPresentMethod1ReachforboltIdle2GraspboltIdle3HoldboltReachforwasher4HoldboltAssemble¡=operation;Þ=transport;o=inspect;D=delay;?=storage¡ÞoD¡ÞoD¡ÞoD¡ÞoD¡ÞoD¡ÞoD¡ÞoD¡ÞoDTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-43?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458TheVisualWorkplaceUseslow-costvisualdevicestoshareinformationquicklyandaccurately.DisplaysandgraphsreplacepaperProvidesreal-timeinformationSystemshouldfocusonimprovement,notmerelymonitoringCanprovidebothproductionandfinancialdataTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-44?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458WhatisWorkMeasurement?DeterminingtheamountofworkertimerequiredtogenerateoneunitofoutputProvideslaborstandardsTargetamountoftimerequiredtoperformajobundernormalworkingconditionsTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-45?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458UsesofLaborStandardsCostinglaborcontentofproductsPlanningstaffingneedsCost&timeestimatesforbidsPlanningproductionWage-incentiveplansEmployeeefficiencyTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-46?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458SourcesofLaborStandardsHistoricalexperienceTimestudiesPredeterminedtimestandards(MTM)WorksamplingTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-47?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458LaborStandards-HistoricalExperienceLaborstandardsarebasedonhowmanylabor-hourswereneededinpastLeastpreferredmethodAdvantagesEasyandinexpensivetoobtainstandardDisadvantagesUnknownaccuracyduetounusualoccurrences,unknownpaceetc.TransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-48?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458TimeStudiesLaborstandardsarebasedonobservingworkerdoingtaskObserveonlyasampleofworkUseaveragetime&pacetosetstandardDisadvantagesRequireatrained&experiencedanalystStandardcannotbesetbeforetaskisperformedTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-49?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458TimeStudyStepsDefinetasktobestudiedBreaktaskintoelementsDeterminenumberofcyclesTimeeachelementDeterminepace(ratingfactor)ComputelaborstandardTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-50?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458TimeStudyEquationsAllowancefactorNonwork*timeTotaltimeAvg.elementtime(Elementtimes)NumberofcyclesNormaltime(Avg.elementtime)(Pace)StandardtimeTotalnormaltimeAllowancefactor====-1Nonworktime=Personal,Fatigue,andDelayTimeTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-51?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458PredeterminedTimeStandardsLaborstandardsaresetfromtimesinpublishedtables(e.g.,MTMTable)ProcedureDividemanualworkintobasicelementsLookupbasicelementtimesintable;sumAdvantagesTimesestablishedinlaboratorysettingUsefulforplanningtasksWidelyacceptedbyunionsTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-52?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458WorkSamplingLaborstandardissetusingoutput&%oftimeworkerspendsontasksInvolvesobservingworkeratrandomtimesoveralongperiodAdvantagesLessexpensivethantimestudiesObserverrequireslittletrainingDisadvantagesIneffectivewithshortcyclesTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-53?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458WorkSamplingStepsTakepreliminarysample&estimateparametervalue(e.g.,percentage)ComputesamplesizePrepareobservationscheduleObserve&recordworker抯activitiesRateworker抯performanceRecordnumberofunitsproducedComputestandardtimeperunitTransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-54?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458WorkSamplingEquationsNormalTime=(TotalTime)(%WorkingRating)UnitsProducedStdTimeNormalTime=(1-Allowance)TransparencyMasterstoaccompanyOperationsManagement,5E(Heizer&Render)10-55?1998byPrenticeHall,Inc.ASimon&SchusterCompanyUpperSaddleRiver,N.J.07458AFinalThought?1995CorelCorp.ChurchoftheHolyFamily(Barcelona)Twostonecutterswereaskedwhattheyweredoing.Thefirstsaid,慖抦cuttingthisstoneintoblocks.?Thesecondonereplied,慖抦onateamthat抯buildingacathedral.??OldStory令顾客愉快，他们才会做好，次次都做对。20.10.3120.10.31Saturday,October31,2020百年大计、质量第一。10:03:2910:03:2910:0310/31/202010:03:29AM追根究底，消除不良因素。20.10.3110:03:2910:03Oct-2031-Oct-20开源节流效益增，首件检验不马虎，制程稳定无错误。10:03:2910:03:2910:03Saturday,October31,2020生产区域内十四个不准。20.10.3120.10.3110:03:2910:03:29October31,2020生产秩序乱，事故到处有。2020-10-31上午10时3分20.10.3120.10.31安全生产工作，重在求真务实。2020年10月31日星期六上午10时3分29秒10:03:2920.10.31见火不救火烧身，有章不循祸缠身。2020年10月上午10时3分20.10.3110:03October31,2020产品的次能鉴别，问题产生能解决。2020年10月31日星期六10时3分29秒10:03:2931October2020争取一个客户不容易，失去一个客户很简单。上午10时3分29秒上午10时3分10:03:2920.10.31质量为先，信誉为重，管理为本，服务为诚。20.10.3120.10.3110:0310:03:2910:03:29Oct-20秤砣不大压千斤，安全帽小救人命。2020年10月31日星期六10时3分29秒Saturday,October31,2020以精立业，以质取胜。20.10.312020年10月31日星期六10时3分29秒20.10.31谢谢大家！