Design of Work Systems
Specialization vs. Job Enrichment
 Method Analysis and Motion Study
 Work Measurement
 Financial Incentives

Job Design Decisions
目的是使工作能符合組織與技術的需求，並滿足員工的個人期待。
Who
Mental and
physical
characteristics
of the
work force
What
Tasks and
skills to be
performed
Where
Geographic
locale of the
organization;
location of
work areas
When
Why
Time of day;
time of
occurrence in
the work flow
Organizational
rationale for
the job;
Objectives and
motivation of
The worker
How
Method of
performance
measurement
and
motivation
Ultimate
Job
Structure
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1
Worker’s interaction with
equipment: 人與機器的配合
Worker’s interaction with
other workers: 團隊合作
Flight turnaround time
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Labor Specialization
To Management

Advantages


Disadvantages


To Labor
Simplifies training
Low wages
High productivity

Difficult to motivate
quality
Worker dissatisfaction
resulting absenteeism
and high turnover





Little skill requirement
Minimum responsibility
Little mental efforts
needed
Boring
Little control over work
Little opportunity to job
promotion
How much specialization is enough?
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2
Behavioral Approaches to Job Design

Job Enlargement
Giving a worker a larger portion of the total task by
horizontal loading 訓練員工學習多種技術層次相當的工作

Job Rotation
Workers periodically exchange jobs
工作輪調可提升員工知識與技能，人力調派較有彈性

Job Enrichment
Increasing responsibility for planning and coordination
tasks, by vertical loading
訓練員工學習規劃、設計、執行，讓員工負起更大責任
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Behavioral Considerations in Job Design
服務業low customer contact的工作，適合以製
造業的方式進行 提高生產力
 偏向專業分工以提升效率，讓人去配合流程
It’s about quantity.
High customer contact的服務業或是純粹使用腦
力的工作，需要用重質不重量的方式來管理
 偏向工作內容多元化，讓人自己發揮
It’s about quality.
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3
Methods Analysis: analyze how a job is done
何時應該重新分析工作方法:
 Changes
in tools and equipment
 Changes
in product design or new products
 Changes
in materials or procedures
 Other
factors (e.g. accidents, quality problems)
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Methods Analysis Procedure
1.
2.
3.
4.
5.
6.
7.
Identify the operation to be studied
Get employee input
Study and document current method
Analyze the job
Propose new methods
Install new methods
Follow-up to ensure improvements have been
achieved
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4
Process Chart
Symbols
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Flow Process Chart

Identify delay or storage

Reduce travel distance

Reduce material handling

Rearrange workplace

Group similar activities

Use improved equipment

Ideas for improvement
泡麵
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5
Motion Study is the systematic study of the
human motions used to perform an operation.
1.
2.
3.
4.
5.
Eliminate unnecessary motions
Combine activities
Reduce fatigue
Improve the arrangement of the
workplace
Improve the design of tools and
equipment
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Physical Considerations in Job Design
Work physiology sets work-rest cycles according to the energy
expended in various parts of the job.
Motion classification
1. Finger
2. Wrist
3. Elbow
4. Shoulder
5. Trunk
Laptop and office
ergonomics
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6
Ergonomics: Incorporation of human factors in the design
of the workplace
Ventilation
Noise & Vibration
Temperature &
Humidity
Illumination
Color
Work Breaks
Safety
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血汗工廠？
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7
Work Measurement
分析工作方式並設定標準工時
Standard time: The amount of time it should take a
qualified worker to complete a specific task, working at a
sustainable rate, using given methods, tools and
equipment, raw materials, and workplace arrangement.
Why use it?




Schedule work and allocate capacity
Motivate and measure work performance
Estimate labor costs
Benchmarks for improvement
15
Stopwatch Time Study
1.明確定義工作項目與方法
2.決定重複測量次數 n
3.以碼表重複測量所需時間
n
T1 
x
i 1
n
1i
n
T2 
x
i 1
2i
n
4. 考慮評比係數(performance rating)與寬放時間
NT  T1  PR1  T2  PR2
Standard time=NT (1+Allowance percentage)
Example 3
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17
Work Sampling: estimating the proportion of time that
a worker spends on various activities and idle time.

護理工作繁重且人員短缺，但是護理師經常花費時間在
非護理相關的工作，造成資源浪費。

Randomly select a nurse and observe whether or not
she is performing non-nursing activities. Make such
observations at 1000 random times during the week.

Suppose 600 of them are nursing activities. Conclude
that non-nursing activities account for 403% of time.

Hire low cost labor to perform non-nursing activities to
avoid a shortage of well-trained nurses.
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9
Motivation
Maslow’s Hierarchy
of Needs
員工都願意擔負更大的責任？願意盡力提高績效？
Self actualization
Esteem needs
Belongingness and love needs
Safe or security needs
Physiological needs
？
？  工作滿意度  工作動機或生產力
懲
工作保障 + 獎勵制度
 工作績效
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Financial Incentive Plans
Time-based vs. Output-based
Hourly Pay, Straight Salary,
Piece Rate, Commissions
Individual and Small Group Incentive Plans
Pay for Knowledge, Pay for Performance 績效獎金
Wei-Yin Chen
Organization-wide Plans
Profit Sharing, Gain Sharing 年終獎金
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10
Summary

Job design: Work Efficiency versus Job Satisfaction

Working conditions are an important aspect of job design.

Work measurement is required for capacity planning,
cost estimation, and performance evaluation.

Job design must be understood and agreed to by both
management and employees

Show me the money.
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