A firm’s business strategy determines how it structures its work. Under a defender strategy, work can be efficiently organized into a functional structure based on division of labor, with hierarchies of jobs assigned to functional units. Under a prospector strategy, decentralization and a low division of labor are more appropriate. The bureaucratic organizational structure is likely to be most effective when an organization is operating in a stable environment. The flat and the boundaryless organizational structures are more likely to be effective when organizations operate in uncertain environments that require flexibility.

Work-flow analysis examines how work creates or adds value to ongoing business processes. It helps managers determine if work is being accomplished as efficiently as possible. Work-flow analysis can be very useful in customer-focused programs and business-process reengineering.

Flat and boundaryless organizational structures are likely to emphasize the use of self-managed teams (SMTs), small work units (between 6 and 18 employees) that are responsible for producing an entire product, a component, or an ongoing service. Businesses also use two other types of team designs. Problem-solving teams consist of volunteers from a unit or department who meet one or two hours per week to discuss quality improvement, cost reduction, or improvement in the work environment. Special-purpose teams consist of members who span functional or organizational boundaries and whose purpose is to examine complex issues. Virtual teams allow geographically separated employees to collaborate together on projects or special problems by interacting on the computer or via other technology.

Motivation theory seeks to explain how different job designs can affect employee motivation. Four important work motivation theories are the two-factor, work adjustment, goal-setting, and job characteristics theories.

Job design is the process of organizing work into the tasks required to perform a specific job. Different approaches to job design are work simplification, job enlargement, job rotation, job enrichment, and team-based job designs.

Job analysis is the systematic process of gathering and organizing information concerning the tasks, duties, and responsibilities of jobs. It is the basic building block of many important HR activities. Job analysis can be used for purposes of legal compliance, recruitment, selection, performance appraisal, compensation, and training and career development. Given the lack of a single best job-analysis technique, the choice of technique should be guided by the purposes of the analysis.

Job descriptions are statements of a job’s essential duties, responsibilities, working conditions, and specifications. They are derived from job analysis. Job descriptions, which can be specific or general, have four elements: identification information, job summary, job duties and responsibilities, and job specifications and minimum qualifications.

Flexible work designs help managers deal with unexpected jolts in the environment and accommodate the needs of a diverse workforce. To maintain flexibility in the workforce, employers can use contingent workers (temporary employees, part-time employees, outsourced subcontractors, contract workers, and college interns). They can also alter work with flexible work schedules (flexible work hours, compressed workweeks, and telecommuting). Employees benefit from flexible work schedules by attaining greater work–life balance.

Human resource information systems (HRIS) are systems used to collect, record, store, analyze, and retrieve relevant HR data. HRIS data matched with the appropriate computer software have many applications that support HR activities. These include applicant tracking, skills inventories, payroll management, and benefits administration. It is important that the HR department develop policies to protect the security of the HRIS data and the privacy rights of its employees.