Chapter 10 Managing the workforce and technology
Labour structure issues
Employees are classified into different groups, each of which may need to be managed differently.
These classifications include:
- Managers and operatives
- Fixed- and variable-cost staff
- Full-time, part-time and casual staff
- Core, opportunist and peripheral staff
Issues labour market:
1. Size of local population
2. Demographic profile
3. Proportion of people employed and unemployed
4. Skills and expertise of the available workforce
5. Qualifications of the available workforce
Job design
Development of job design approaches for the 18 th century to the present day:
Division of labour scientific management ergonomic design team working multiskilling
empowerment
Work study
There are a number of different tools that enable work to be analyzed and hence tasks to be
specified and jobs designed:
- Work simplification
- Work sampling
- Ergonomic analysis
- Methods analysis
- Time and motion study
- Simulation modeling
- Job enrichment programming
Method study page 280????
Work measurement
= concerned with identifying and eliminating any unproductive time and setting time standards
Good job design goes beyond job communication, job content and job control
Rewarding employees
Financial and non-financial rewards
Financial: basic rate of pay usually time-based, paid on basis of piece work, reward employees
through tips, sales staff are often paid on the basis of commission (collective reward systems: profit
sharing schemes, stock options for employees)
Non-financial: such as a recognition scheme (‘Employee of the month’) ( you need to consider
frequency, scope, selection criteria, employee involvement, communication to develop and manage
such a scheme)
Labour structure issues
Employees are classified into different groups, each of which may need to be managed differently.
These classifications include:
- Managers and operatives
- Fixed- and variable-cost staff
- Full-time, part-time and casual staff
- Core, opportunist and peripheral staff
Issues labour market:
1. Size of local population
2. Demographic profile
3. Proportion of people employed and unemployed
4. Skills and expertise of the available workforce
5. Qualifications of the available workforce
Job design
Development of job design approaches for the 18 th century to the present day:
Division of labour scientific management ergonomic design team working multiskilling
empowerment
Work study
There are a number of different tools that enable work to be analyzed and hence tasks to be
specified and jobs designed:
- Work simplification
- Work sampling
- Ergonomic analysis
- Methods analysis
- Time and motion study
- Simulation modeling
- Job enrichment programming
Method study page 280????
Work measurement
= concerned with identifying and eliminating any unproductive time and setting time standards
Good job design goes beyond job communication, job content and job control
Rewarding employees
Financial and non-financial rewards
Financial: basic rate of pay usually time-based, paid on basis of piece work, reward employees
through tips, sales staff are often paid on the basis of commission (collective reward systems: profit
sharing schemes, stock options for employees)
Non-financial: such as a recognition scheme (‘Employee of the month’) ( you need to consider
frequency, scope, selection criteria, employee involvement, communication to develop and manage
such a scheme)
