CHAPTER 15 Job Design LEARNING OBJECTIVES When you have finished studying this chapter, you should be able to: 1. Describe and contrast the common approaches to job design. 2. Discuss the linkages between job design and technology. 3. Explain the job characteristics enrichment model and its relationship to work motivation. 4. Describe the sociotechnical systems model and its relationship to organizational effectiveness. Preview Case: Texas Nameplate Company COMMON JOB DESIGN APPROACHES
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MASTER OF BUSINESS ADMINISTRATION INTERNATIONAL PROGRAM ((( RESEARCH PROJECT (BMBR5103) FACTORS AFFECTING TO THE JOB STRESS OF EMPLOYEES IN HSBC BANK (Vietnam) Ltd. [pic] Ho Chi Minh City, January 2015 ADVISOR’S ASSESSMENT Advisor’s signature Nguyen The Khai, DBA TABLE OF CONTENTS LIST OF TABLE 3 ABSTRACT
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[pic] Course Title: Human Resource Management Course ID: HRM 604 Program: EMBA Prepared for: Abu Saleh Md. Sohel-Uz-Zaman, Course Instructor, Department Business of Administration, United International University. Names of the Members with IDs |Name |ID | |S. M. Tahmidur Rahman
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Chapter 1: The World of Human Resources Management • Human Resources Management (HRM) – The process of managing human resources or talent (human capital and intellectual assets) to achieve an organization’s objectives. • “Why Study HRM?” – Staffing the organization, designing jobs and teams, developing skillful employees, identifying approaches for improving their performance, and rewarding employee successes—all typically labeled HRM issues—are as relevant to line managers as they are
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Anatomy of a merger: behavior of organizational factors and processes throughout the pre- duringpost-stages (part 1) Steven H. Appelbaum Concordia University, Montreal, Quebec, Canada Joy Gandell Concordia University, Montreal, Quebec, Canada Harry Yortis Hydro-Quebec, Montreal, Quebec, Canada Shay Proper Montreal Stock Exchange, Montreal, Quebec, Canada Francois Jobin Kruger, Inc., Trois-Rivie Âres, Quebec, Canada Keywords Mergers and acquisitions, Organizational behaviour, Process efficiency
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Not for distribution. Contents 1. Preface 1 2. Methods, Standards, and Work Design: Introduction 7 Problem-Solving Tools 27 3. Tex 29 4. Operation Analysis 79 5. Manual Work Design 133 6. Workplace, Equipment, and Tool Design 185 7. Work Environment Design 239 8. Design of Cognitive Work 281 9. Workplace and Systems Safety 327 10. Proposed Method Implementation 379 11. Time Study 413 12. Performance Rating and Allowances 447 13. Standard Data and Formulas 485 14. Predetermined Time Systems 507
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Anatomy of a merger: behavior of organizational factors and processes throughout the pre- duringpost-stages (part 1) Steven H. Appelbaum Concordia University, Montreal, Quebec, Canada Joy Gandell Concordia University, Montreal, Quebec, Canada Harry Yortis Hydro-Quebec, Montreal, Quebec, Canada Shay Proper Montreal Stock Exchange, Montreal, Quebec, Canada Francois Jobin Kruger, Inc., Trois-Rivie Âres, Quebec, Canada Keywords Mergers and acquisitions, Organizational behaviour, Process efficiency
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Table of Contents Unit 1 Unit 2 Unit 3 Unit 4 Unit 5 Unit 6 Unit 7 Unit 8 Unit 9 Unit 10 Unit 11 Unit 12 Unit 13 Unit 14 Unit 15 Unit 16 Unit 17 Unit 18 Unit 19 Human Resource Management: Present & Future Information Technology for Human Resources Equal Employment Opportunity Job Analysis and Job Design Human Resource Planning Recruiting Employees Selecting Employees Orientation and Employee Training Management and Organizational Development Career Development Job Satisfaction and Employee Motivation
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The Truth: About Managing People . . . and Nothing but the Truth Stephen P. Robbins, Ph.D. PEARSON EDUCATION, INC. “If someone wants to unleash the truth of people management, read this book. Author Robbins addresses the most critical challenges organizations face today in a concise and entertaining way.” — SUBIR CHOWDHURY Executive Vice President, American Supplier Institute Author of the best-selling The Power of Six Sigma and The Talent Era: Achieving a High Return On Talent “Stephen
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INDEX Introduction The challenge of crossing cultural boundaries The meaning of culture: foundation concepts Why culture matters in international business National, professional, and corporate culture Interpretations of culture Key dimensions of culture Language as a key dimension of culture Culture and contemporary issues Managerial guidelines for cross-cultural success Page 1 to 1 Page 1 to 5 Page 5 to 6 Page 7 to 9 Page 9 to 9 Page 10 to 14 Page 14 to 17 Page 17 to 19 Page 19 to 21 Page
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