HRM A: Gestaltung von Arbeitsprozessen Themenübersicht

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1 HRM A: Gestaltung von Arbeitsprozessen Themenübersicht Einführung; Arbeits- und organisationspsychologische Perspektive auf HRM: Inhaltliche und methodische Konsequenzen Zielgrössen des HRM: Motivation Zufriedenheit Leistung Menschengerechte Arbeitsgestaltung Effekte für Motivation, Kompetenzentwicklung und Gesundheit Methoden für die Analyse von Arbeitsprozessen I: Psychologische Arbeitsanalyse Schulung Erhebungsmethoden und Arbeitsanalyse Organisation als soziotechnisches System; Management von Unsicherheit in Organisationen als Basis der Prozessgestaltung Methoden für die Analyse von Arbeitsprozessen II: Soziotechnische Systemanalyse, Analyse von Planungsprozessen Schulung Soziotechnische Systemanalyse und Analyse von Planungsprozessen Arbeitsgestaltung Veränderungsstrategien in Organisationen Menschenbilder in der Arbeits- und Organisationsgestaltung; Kernelemente eines guten HRM benchmarking HRM Gastreferat Dr. Peter Hablützel: Arbeitsflexibilisierung als neue Herausforderung für das HRM Besprechung Projektarbeiten in Kleingruppen Der Stellenwert der Arbeitsgestaltung im HRM: Dynamische Beziehung zwischen Personalselektion und entwicklung 7.2. Abschluss Diskussion Projektarbeiten

2 Soziotechnische Systemanalyse (Schüpbach & Zölch, 2004) Bedingungsbezogene Analyse des Arbeitssystems und seiner organisatorischen Einbettung 1. Beschreibung der wichtigsten Elemente des Arbeitssystems und seiner Umwelt (Layout, Aufbau-/Ablauforganisation, Beziehungen zu anderen Arbeitssystemen im Unternehmen etc.) 2. Detaillierte Beschreibung des Produktionsablaufs 3. Ermittlung der Hauptschwankungen und -störungen im Produktionsprozess und ihre Beziehungen untereinander 4. Detaillierte Beschreibung des sozialen Systems (Arbeitsverteilung, Rollen und ihre Träger, Regulationserfordernisse und -möglichkeiten, Lohnsystem etc.) 5. Wahrnehmung der Aufgabenerfordernisse und ihrer Erfüllung durch die Mitarbeiter Analyse des Einflusses externer Systeme auf das Arbeitssystem bzgl. Aufgabenerfüllung, Entstehung/Bewältigung von Schwankungen und Störungen 6. Instandhaltungssystem 7. Zuliefer-/Abnehmersystem 8. Überbetriebliche Umwelt 9. Erarbeitung von Gestaltungsvorschlägen auf Grundlage der Analyseergebnisse

3 Beispiel 1: Einführung eines Bürokommunikationssystems (Grote, 1993) Einführung des Systems in einen kleinen Teilbereich einer grossen Verwaltung zur Unterstützung von Fachspezialisten bei der Bearbeitung von langfristigen, abteilungsübergreifenden Projekten mit hohem Kooperationsbedarf Ziel Phase 1: Steigerung der Effizienz von Kommunikation in bestehenden Strukturen durch fixe Anschlussstrategie ohne Partizipationsmöglichkeiten Ziel Phase 2: Steigerung der Effizienz und Effektivität von Arbeitsprozessen durch Nutzung organisationaler Spielräume und variabler Anschlussstrategie mit Partizipationsmöglichkeiten

4 Tätigkeitsprofile verschiedener Berufsgruppen in der Verwaltung

5 Nutzungsprofil im 1. Jahr

6 Kommunikationsnetz im 1. Jahr BAU Region III Einzelne Fachdienste BAU Hauptdirektion BAU Region II Projektstab BAU Region I IMMO Region III IMMO Region I IMMO Region II IMMO Hauptdirektion

7 Nutzungsprofile im 2. Jahr

8 Schlussfolgerungen aus Beispiel 1 Technologie als unabhängige und abhängige "Variable" in den Wechselwirkungsprozessen zwischen Organisation und Technologie Technik hat Potential für "demokratisierende" Effekte, vorausgesetzt benutzungsfreundliche Technologie Befürwortung dezentraler Entscheidungsprozesse durch Management aufgabenbezogene Kommunikations- und Kooperationserfordernisse... die die Nutzung informatorischer Vernetzung für selbstregulierte Kooperation sogar dann fördern können, wenn die anderen Voraussetzungen nicht gegeben sind... Aber: Dauerhafte Steigerung von Selbstregulation über suboptimale lokale Lösungen hinaus bedarf managementunterstützter Organisationsentwicklung.

9 Beispiel 2: Förderung der innerbetrieblichen kollaborativen Planung (Windischer, 2003) ORGANIZATIONAL DESIGN OF SUPPLY CHAIN COLLABORATIVE PLANNING RESULTS (Performance, satisfaction)

10 Competence for the management of uncertainties Is the organizational design suitable for the management of uncertainties? Regulation requirements Fit...between... Regulation possibilities

11 Company A: Example for a low fit HIGH regulation requirements: - Tasks strongly interconnected - Frequent disturbances and variations in demand planning - Disturbances in one department have an immediate effect on the work processes in other departments Low fit...between... LOW regulation possibilities: - Each department does demand planning on it s own - No meetings between representatives of the departments, co-ordination by ERP-system - Mostly feedforward co-ordination and little feedback co-ordination

12 Company B: Example for a high fit HIGH regulation requirements: - Tasks strongly interconnected - Frequent disturbances and variations in demand planning - Disturbances in one department have an immediate effect on the work processes in other departments High fit...between... HIGH regulation possibilities: - Process-oriented organization enables continuous team oriented planning - Mutual agreements on demand planning - Feedback and feedforward coordination

13 A model of individual and collaborative planning (Windischer, 2003) Individual A Collaborative Planning Individual B Creation of the plan Recognize the sequential order of event Recognize the side conditions Recognize intermediate goals Recognize the availability of alternatives Recognize the adequacy of the plan s resolving Communication of anticipated events Knowledge of reference field characteristics Lateral goal agreement Negotiation of alternatives Recognition of planning adequacy Recognize the sequential order of event Recognize the side conditions Recognize intermediate goals Recognize the availability of alternatives Recognize the adequacy of the plan s resolving Execution of the plan Monitor planned action and diagnose errors Revise plans Cancel plan Monitoring and diagnosis of errors in the common planning Coordination of opportunistic planning Common reflection/ decision for plan cancellation Monitor planned action and diagnose errors Revise plans Cancel plan

14 Characteristics of collaborative planning Knowledge about the reference field Agreements and cooperation Dealing with modifications - Communication of anticipated events - Knowledge of reference field characteristics - Lateral goal agreement - Negotiation of alternatives - Recognition of planning adequacy - Monitoring and diagnosis of errors in the common planning - Coordination of opportunistic planning - Common reflection/decision on plan cancellation

15 Examples of positive and negative factors in inter-departmental planning Knowledge about the reference field Examples for reported hindering aspects: - A salesman feeds a big order into the ERP without knowing that many employees on the shop-floor are on holidays. - A purchaser complains that the salesman did not inform her about a big order which he had been anticipating for weeks. Examples for reported positive aspects: - Information is available on which tasks people involved in the planning process work. - A salesman provides information about the importance of a client to poduction in order to increase the priority of this client`s order.

16 Examples of positive and negative factors in inter-departmental planning Agreements and co-operation Examples for reported hindering aspects: - The R&D-department replaces components of a product without co-ordination with the purchasing department which has already ordered the old components. - The purchasing department starts an order in the ERP and notices being unable to keep the delivery date before even having started to work on the order. Examples of reported positive aspects: - A salesman contracts purchasing during his negotiations with a client in order to assure an adequate delivery date. - As production cannot deliver the whole order an agreement is reached between salesperson, client, and production to deliver predefined suborders.

17 Examples of positive and negative factors in inter-departmental planning Dealing with modifications Examples for reported hindering aspects: - Customer service frequently changes the delivery dates which hampers the management of critical components for the purchaser. - The production department does not inform the sales department when they are not able to keep a delivery date. Examples for reported positive aspects: - A salesman continuously monitors the production process of an order through a database and informs the client proactively of the status including anticipated delays.

18 Example of planning quality in two companies Company Company A Company B Focus of the critical incidents Quality of the collaborative planning Reported negative aspects strongly outweigh positive aspects Interdepartmental planning Interorganizational planning Particularities - F ew goal agreements - Little recognition of adequacy of common plan - Little coordination of opportunistic planning - Little monitoring and error diagnosis - G ood knowledge of reference field - G ood coordination of modifications - G ood reflection on planning process Reported positive aspects strongly outweigh negative aspects Low quality High quality

19 High SC-Performance through organizational design supporting collaborative planning Company Fit between regulation requirements and possibilities Quality of the planning process Outcome- Variables Company A Low Low low satisfaction with inter-departmental communication low delivery efficiency, medium forecast accuracy Company B High High medium to high satisfaction with interdepartmental communication high delivery efficiency, low forecast accuracy

20 "Room for improvement" in Company A Problem Proposal for improvement Knowledge about the reference field More precise information about forecasts is necessary Capacity in production not known by sales department Agreements and cooperation Lot-size is given, but not visible for sales Rules regarding planning are only theoretical; planning follows the importance of the customer Dealing with modifications Lack of communication on cancellations and modifications Access for purchasing and production to information about incoming orders Capacity figures accessible to sales department Listing of the lot-sizes for different products Transparency about the importance of the customer Better warning by sales department; Customer Service informs purchase and production about cancellation of orders by establishment of a group with representatives from sales, purchasing and production with meetings once a month