A Case Study on Jobs

HP: Structured Jobs & Fixed Work Schedule

HP: Structured Jobs & Fixed Work Schedule

@ US based renowned IT firm

@ HP consisted of male dominated teams till 1980s
@ Working hrs.:7.30 am-4.30pm, 8am-5pm
@ Women boom in world industry from 80s
@ Influx began in 70s effecting even HP
@ HP chairman Lew Platt realized tremendous work
pressure added with family stress of upbringing
offspring due to wife·s death in 81
@ Traditional job design that was effective in 50s, 60s, 70s
became problematic during 80s, not only for women, but
also for men executives, managers, workers
HP: Structured Jobs & Fixed Work Schedule

@ áale dominated world of work was in the midst

of dramatic change
@ Although Platt was empathetic towards women·s
job stress, he was not practically absorbed in
mainstream of change
@ He discovered a mass exodus of women
managers in 1992, when he became CEO
HP: Structured Jobs & Fixed Work Schedule

@ ºiscovery: HR policies at HP was not flexible to

accommodate employees· lives outside
workplace
@ Requirement: Policy which enables strike a
balance between personal & professional lives
HP: Structured Jobs & Fixed Work Schedule

@ Experimental Steps:1992- Creation of new

workplace strategy including Flexi-Works, Job
Sharing, Homeworking, etc.
@ Results: Balance between Personal & Professional
lives, Gender Equality, Rise in number of Female
Workers
HP: Structured Jobs & Fixed Work Schedule

@ Õpeaking Fact: HP·s turnover rate declined

dramatically following new workplace strategy!
Dd






 



D 











D 

 
 






 




 
!
Turnover

HP
Others
HP: Structured Jobs & Fixed Work Schedule

@ Illustration:
D Female marketing manager Branda Vathauer resumed
her work after maternity leave- HP had given her
freedom to set her own agenda
D She teamed up with another working mother to share
one full time management position in consumer service.
D Each woman works three 10 hr. days, each receives 3
quarters pay/benefits, each has 4 days per week for
family
D áale managers also took advantage of these flexible
policies
Aftermath: First female CEO of HP Carly Florina in 1999
Job Analysis

@ Process of collecting job related information, which

helps in preparation of job description & job
specification
Job Analysis: Steps

@ Collecting & Recording job information

@ Checking job information for accuracy
@ Writing job description
@ Using information to determine skills, abilities &
knowledge that are required
@ Updating information from time to time
Job Analysis: Process

@ Strategic Choices
@ Gather Information
@ Process Information
@ Job Description
@ Job Specification
Job Analysis: Process

@ Strategic Choices
Dumployee Involvement
DLevel of Details
DTiming & Frequency of Analysis
DPast-Oriented vs. Future-Oriented Job
Analysis
DSources of job data
Job Analysis: Process

@ Information Gathering
DObservation
DInterview
DQuestionnaire
DChecklists
DTechnical
Conference
DDiary Methods
Job Analysis: Process

@ Strategic Choices
Dumployee Involvement
DLevel of Details
DTiming & Frequency of Analysis
DPast-Oriented vs. Future-Oriented Job
Analysis
DSources of job data
Job Analysis: Process

@ Job Description
D Job Title
D Range

D Department

D Reports To

D Immediate Level Subordinates

D Objectives of Job

D Principal Duties & Responsibilities

D Authority Limits
Job Analysis: Process

@ Job Specification
D ÿasic requirements for any job
[ Age
[ Sex
[ uducation
[ uxperience
Job Design
Job Design

@ Conscious efforts to organize

tasks, duties & responsibilities into
a unit of work to achieve certain
objectives.
@ Job design follows job analysis
Job Design: Steps

D Specification of Tasks
D Specification of Methods for each task

D Combination of tasks into specific jobs to be assigned

to individuals
Job Design: Factors

D Organizational Factors
[ Characteristics of Task
[ Work Flow
[ urgonomics
[ Work Practices
Job Design: Factors

D ÿehavioural ulements
[ ·ecessity of Feedback
[ Autonomy
[ Use of Abilities
[ Variety

D unvironmental Factors
[ umployee Abilities & Availability
[ Social & Cultural uxpectations
Job Design: Approaches

[ Job Rotation
[ Job ungineering (Specialization of Labour)
[ Job unlargement/Variety
[ Job unrichment
[ Socio-Technical Systems
[ urgonomics
Comparison of Job Design Approaches
Comarison
16
14
12 C
10
8
Comarison
6 B
4
2 A
0
Low Medium High

A-Job Rotation, B-Job Enlargement, C-Job Enrichment

Job Design: Contemporary Trends

[ Telecommuting (Work from home)

[ Job Sharing
[ Technostress
[ Task Revision
[ Skill Upgradation