Charles Perrault put forward a framework that has a great influence on understanding departmental technology, leaving a classic judgment called "Perot technology classification framework" for the business community, and providing an ideal method for in-depth study of departmental activities. When studying this framework, the author deeply felt Perot's analysis, induction and professional talent.
Second, stand on the shoulders of giants.
In this paper, the author designs a new usage scenario for Perot technology classification framework: work itself. This analytical framework is temporarily named "Work Technology Classification Framework".
"Work Technology Classification Framework" analyzes work technology from two dimensions: variability and analyzability. Variability refers to the frequency of accidents and novel events in the process of job transition. If the frequency of accidents and novel events is high, the variability is high; Analysis is the degree of mechanization in the process of job transformation. If the process of job change can be highly mechanized, it can be analyzed. Work with strong analyzability and low variability can be incorporated into routine work, and work with low analyzability and high variability can be incorporated into unconventional work (as shown in figure 1).
? Third, the "job technology classification framework" job analysis
In figure 1, the author divides the job types into four types: A, B, C and D. I believe professionals can see that the "job technology classification framework" can cover all job types under the social division of labor system:
A- jobs with high analyzability and low variability are characterized by small changes in work, standardized and standardized work by using calculation programs, such as secretarial work;
B-jobs, with low analyzability and variability, is characterized by a fairly stable activity group, but its transformation process is not analytical and difficult to understand. Because employees' reaction to intangible factors is based on wisdom, intuition and experience, the work requires a lot of training and experience, such as making clothes by hand;
Work with high analyzability and variability, which has significant variability when completed. However, all kinds of activities are usually handled in accordance with established procedures, procedures and technologies. In general, employees refer to knowledge groups that are quite capable of dealing with problems, such as international taxation;
D-jobs with low analysis and high variability, which have great variability, and the conversion process cannot be analyzed or easily understood. A lot of work is analyzing problems and activities, such as social science research.
Four. Job mobility under the framework of job technology classification
? Due to the incentive factors at work, Frederick Herzberg became one of the representatives of content-based incentive theory. In his paper How to Motivate Employees Again published in Harvard Business Review, he put forward the concept of "job enrichment" and landed in the field of human resources in two ways: "horizontal work plus load" and "vertical work plus load".
"Work technology classification framework" can be organically combined with "job enrichment". Both horizontal and vertical workload will reduce the analyzability of work and improve the variability of work. To improve the level of "job enrichment" is actually to gradually provide jobs with low analyzability and strong variability. Fig. 2 shows the conversion of A-quadrant operation to D-quadrant operation.
? The author observes that one of the manifestations of job dimensionality reduction is the transformation from D-quadrant work to A-quadrant work. In the process of transformation, the original A-quadrant work is transformed into A 1 (more conventional or even computer replacement) quadrant work, and the original D-quadrant work is transformed into A-quadrant work.
Employee flow under the framework of verb (abbreviation of verb) job technology classification
? A conclusion can be drawn from the work motivation factor that employees will pursue moderate job enrichment, which is shown in the "work technology classification framework" as employees will pursue moderate D quadrant work, because employees will regard work as a process and tool for personal growth, and the process and tools provided by A quadrant are not challenging enough.
No matter which quadrant employees' work is currently in, the basic path to personal growth through work will be to first pursue non-A-quadrant work, then strive to improve the analyzability of work, reduce the variability of work, aggregate work into A-quadrant, and gradually give up work and pursue non-A-quadrant work during or after aggregation. From this perspective, this means that employees will never stop pursuing jobs with low analyzability or high variability, which is in line with abraham maslow's assertion in Motivation and Personality.
At this point, readers should have understood that D-quadrant work represents the future (innovation and risk indicate the growth of ability), but the destination of all D-quadrant work is A-quadrant (efficiency and stability indicate the solidification of ability), and employees are transforming D-quadrant work into A-quadrant work, all of which flow in D-quadrant and A-quadrant to seek balance.
Six, "post technical classification framework" role matching
? The matching relationship between personality and work is the key factor to support employees' long-term performance. As the main representative of the personality research on trait theory, the judgment of "Big Five Personality" on aggression, agreeableness, extroversion, conscientiousness and emotionality is scientific and commendable (Figure 4 is an example of aggression, conscientiousness and high emotion).
According to the example in Figure 4, highly enterprising and conscientious employees will show their current work styles such as strong orientation and strong planning, which are suitable for working in Quadrant A and Quadrant C. ..
From the conclusion that "D-quadrant work will be transformed into A-quadrant work" in work flow, it can be concluded that no matter what kind of quadrant work you are engaged in, the ability system that can support long-term performance must be able to support the "transformation from D-quadrant work to A-quadrant work", which is why many companies can still give crucial work requirements such as "induction and summary ability" and "ability to see the essence through phenomena" without knowing their business transformation methods, because these companies intentionally or unintentionally.
Seven. Continuous practice within the framework of job technology classification
? The above conclusions are all the insights gained by the author in his study and practice. In the future study and practice, the author intends to compare this framework with employee demand level, employee motivation and employee turnover retention, and try to verify and improve the "work technology classification framework" at more work levels, and look forward to the practice of like-minded people.