Report on Re-engineering and Job Analysis in Human Resource Management

This report delves into the concepts of re-engineering and job analysis within the context of Human Resource Management. It begins with an overview of the changing business landscape and the need for companies to adapt to customer behavior and evolving job requirements. The report summarizes key ideas from Michael Hammer and James Champy's "Reengineering the Corporation," providing a fresh perspective on why some successful companies have struggled. It then explores the relationship between job analysis and re-engineering, emphasizing its importance in determining new positions and duties, particularly after a re-engineering process. A significant portion of the report is dedicated to a case study of Ford Motor Company, illustrating how the company re-engineered its material buying process to improve efficiency and reduce costs. The report also discusses the reasons for re-engineering, the benefits of redesigning working processes, and the types of information collected during job analysis, and the importance of job analysis in supporting HRM activities. Finally, it highlights the steps involved in conducting a job analysis and its significance in various HRM functions such as recruitment, selection, and performance appraisal. The report concludes by emphasizing the importance of workflow analysis and business process re-engineering in improving company efficiency.

Re-engineering & Job Analysis
Group Assignment Cover Sheet
Subject Name HUMAN RESOURCE MANAGEMENT
Lecturer’s Name LE THI THANH XUAN
Title of Assignment RE-ENGINEERING AND JOB ANALYSIS
Group number Group 1
Length 5860 words (not included reference)
Due Date May 11th, 2017
Date Submitted May th, 2017
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Re-engineering & Job Analysis
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Re-engineering & Job Analysis
Abstract
.As the economy grows, the behavior of customers, the business conditions, the
job requirements, etc. also changes. Many economists, scholars in the past have tried to
come up with the new ideas and principles to explain and help improve productivity.
Many of them have been so successful that they are often considered the “right way” of
doing business. That said, many have struggled to explain why some “used to be
successful” companies can fall behind so miserably.
What caused them lose their reign? This paper attempts to summarize the basic
ideas of Michael Hammer and James Chappy’s book: “Reengineering the Corporation” to
help readers have a new and fresh perspective of explaining what happened to the fallen
kings. As job analysis plays a major role in both classical theories as well as
reengineering process, this report starts with a brief discussion about it. In reading this
paper, readers might find that what used to be right in the past, may have been proved to
be inapplicable in a new working world. As the saying goes: “Past success does not
guarantee future performance”.
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Re-engineering & Job Analysis
How Ford Reengineering
.This paragraph will give readers a general explanation of the re-engineering
process by taking Ford Corporation as a real case. After this case, readers will easily
understand about the re-engineering and job analysis. This is also the story about Ford
Company, which experiences the re-engineering process. Let’s find out how they do it.
Ford Motor Company is one of the largest corporation producing car in the world, one
day they realized that their material buying process is too complicated which wastes
many resources. In order to improve their process, Ford immediately carried out the
re-engineering process. The comparison will be made before and after the re-engineering
process.
Firstly, whenever Ford wants to buy products or materials to run their business,
they have to send the invoice directly to the retailer to order the product. Simultaneously,
they send a copy of this invoice to the accounting department.
Secondly, when goods are distributed to Ford Company, the buyer will send a paper to
describe the goods they receive to the accounting department.
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Re-engineering & Job Analysis
Moreover, the retailers sent a bill to the accounting department for payment. At
this time, accounting department has to check whether these three papers are correctly
matched to decide to receive the goods and pay the bill. This examination requires
accounting department work with more than 500 employees for a simple buying task.
Understand the situation, Ford has conducted re-engineering the buying process to reduce
wasted resources. Ford comes up with an idea with Data Bank application, so this is the
new process after they do a re-engineering.
Whenever Ford wants to buy the products or materials they will send the buying
code to the Data Bank to make orders. Then, when goods are coming, they will check
whether the goods are correctly matched with the code in the Data Bank. If matched, the
Data Bank will automatically send money to pay for the goods. If not, those goods will be
returned. This new process reduces a vast amount of workload, which is handled by the
accounting department. Instead of spending time on handling the three papers, the buyer
now can check the products and make an on-time decision. There are great improvements
for this process that reduce the numbers of employees in the accounting department from
500 to 125. This is the story about how Ford re-engineering their buying process. The
question is: what is actually a re-engineering process?
According to the book Human Resource Management (13th) of Garry Desler,
re-engineering is the consideration of re-engineers an organization or company of one
specific unit or the whole organization.
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Re-engineering & Job Analysis
Reasons for Reengineering
.Reengineer can happen at every company, the decision to make or not to make
reengineering based on how the leader recognizes the position and foresee about what
can happen in the future. But we can decide the reasons why leader decides to re-engineer
into three main ideas:
Firstly, that the company does not work well, which mean that there is the
presence of non-value add activities, poor performance – bad result when comparing with
other competitors or the difficulty they have when scaling up and evaluating the result of
the process. After identifying a case of IBM re-engineering, we can see clearly how IBM
credit decides to re-engineer, their situation and the result after re-engineering which
reduce the time the process is needed for completing customer order.
Secondly, that the present result of company process is not bad when comparing
with others but the leader recognizes the situation and foresee direction of the company in
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the future. This can happen in 2 cases. First, if leader predicts that industry will change
and it require the company process more efficiency to follow. Second is that leader decide
to move up to higher position and they need to change and have to re-engineer. For the
case of Hallmark reengineering, Hallmark leader decides to re-engineer when they see
clearly about the distance between what they are doing and what they have to do to utilize
the process. They decide to re-engineer and archive the huge change and higher result.
Finally, the company is the leader in the industry, and they want to re-engineer for higher
performance, which can help them create more distance with the follower.
Benefits of Reengineering
.After redesigning the working process, the company can gain the many benefits
and have the huge impact on company performance. The company can achieve radical
changes in performance (as measured by cost, cycle time, service and quality).
Reengineering also boosts competitiveness in the operations network through simpler
more productive processes after redesigning which help company responds better to the
competitive pressures to improve the performance. It also encourages organizations to
abandon conventional approaches to problem-solving.
The organization can be transformed from a rule driven and job centered
organization structure to a marketing organization structure that focuses directly on the
customer to archive higher customer satisfaction. Redesigned working process has helped
create more challenging and more rewarding jobs with broader responsibilities for
employees.
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Re-engineering & Job Analysis
Job Analysis
.In this paragraph, job analysis will be analyzed to understand its relationship with
re-engineering. Job analysis is the procedure through which you determine the duties of
the positions and the characteristics of the people to hire for them, according to Human
Resource Management (13th) of Garry Desler. Even though the relationship of job
analysis and re-engineering are not mentioned clearly in our sources, the relationship is
quite important. All of the companies, which are established, need to do a job analysis,
especially after the re-engineering process. In order to re-engineer one specific unit or the
whole organization, companies will do a job analysis to determine the new positions and
duties. After having a general view of job analysis, the next paragraph will mention the
type of information can be collected and how to conduct a job analysis.
There are several types of information can be collected by job analysis such as
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Re-engineering & Job Analysis
1. Work activities
2. Human behaviors.
3. Machines, tools, equipment and work aids.
4. Performance standard.
5. Job context.
6. Human requirements.
Supervisors or Human Resource specialists collects one or more information from
the following these five elements via the job analysis.
Firstly, work activities information is about the job’s actual work activities
including how, why and when the worker performs each activity.
Secondly, Human Behaviors information about human behavior the job requires,
such as: communicating, lifting weights, or walking a long distance.
Thirdly, it is about machines, tools, equipment, and aids information regarding
tools used, materials processed, knowledge dealt with or applied (financial or low), and
services tendered (counseling or repairing).
Fourthly, we will talk about the standards of the job’s performance. For example,
in terms of quantity or quality levels for each job duty).
And fifth, job context information about working conditions, work schedule,
incentives.
Finally, there are Human requirements of information such as knowledge, skills
(education, training, work experience) and required personal attributes (aptitudes,
personality, interests). As I mentioned before, managers should have process how
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employees need to work efficiently. And now, how job analysis is important for managers
to use information to support HRM activities.
There are five elements below; recruitment and selection are what duties the job
involves and what human characteristics are required to perform these activities helps
managers decide what sort of people to recruit and hire. EEO compliance: job analysis is
important for proving all major human resource practices. For instance, to comply with
the Americans with Disabilities Act, employees should know each job’s essential job
functions. And next is performance appraisal that compares each employee’s actual
performance with his or her duties and performance standards. Managers use job analysis
to learn what these duties and standards are. Compensation is such as salary and bonus
usually depend on the job’s required skill and education level, safety hazards, the degree
of responsibility, and so on. Finally, training is the job description lists the job’s specific
duties and requisite skills that the job requires. As through these elements, job analysis is
important in helping employers execute their overall strategic plans.
From now, I will focus on some steps in doing a job analysis. Usually, there are
six steps in this section, however, I will pick up specific one to relate next topic
“reengineering”. After deciding how managers will use collected information based on
job analysis, they need to review relevant background info such as Organizational charts,
Process chart, and job description.
The first one is showing the organization- wide division of work, and where the
job fits into the overall organization. The second chart is providing a more detailed
picture of the workflow. Job description usually provides a starting point for building the
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revised job description. To confirm workflow, there is some process are called workflow
analysis and job redesign. This is the flow of work from job to job in a work process. If
work process is not suitable for the company, it is not efficiency; therefore, it is important
to redesign those processes to improve it. Business process reengineering is another way
to improve working processes. Usually, small multifunction teams using information
technology do the jobs formerly done by combining steps. The basic approach is to
identify a business process to be redesign, to measure the performance of the existing
process, to identify opportunities to improve these processes, to redesign and implement a
new way of doing the work, and assign ownership of sets of formerly separate tasks to an
individual or a team that use new computerize systems to support the new arrangement.
Those approaches are just basic ideas.
Data collection for Job Analysis
.Observation. This method record every observed information and activities such
as: what people do, how they do it, how much time they need to complete the task. This
method is suitable for a job which consists of physical abilities. By this method, job
analyst is able to see the actual work environment, tools, and equipment used, the
interrelationship among workers and the complexity of the job. Observations are also
simple and easy to carry out which help job analyst get the information directly.
In another hand, for the jobs that involve a significant amount of mental efforts, this
method is not very suitable. Observation is also time-consuming and the resulting base on
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how the job analyst works with the observed information which can lead to personal
biases likes or dislikes because different people have different ways of thinking.
Interview. In this method, the job analysis directly interviews the jobholder and
gets information through the conversation, which can be formed at the individual or
group interview and range from unstructured to structured. This method is found suitable
particularly for jobs, which direct observation is not suitable. By way of direct
conversation, the interviewer job analyst may extract information of the job.
However, the interview method is both time-consuming and costly. Particularly, the
professional and managerial jobs due to their complicated nature of the job, require a
longer interview’ This may also be a possibility that bias on the part of the analyst and
the job holder i.e., the respondent may cloud the accuracy and objectivity of the
information gathered through the interview. Nonetheless, the effectiveness of the
interview method will depend on the ability of both interviewer and respondent in asking
questions and responding them respectively. By this method, qualitative aspects of the job
can also be examined. This method also generates information that can never appear in
written format. The efficiency of this method depends on the interviewer’s ability to take
the interview. But employees may exaggerate their job duties and sometimes they may
provide information to protect their own interests.
Questionnaire.This method uses a set of questions, which can be open-ended or
closed-ended to identify information about the job. Questionnaire method of job data
collection is desirable especially in the following two situations: First, where the number
of people doing the same job is large and the interview is not suitable. Second, where
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