03. Job Analysis and Job Design.ppt

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3 – 2

Objectives After studying thi s chapter , you should be able to:

1. Discuss the relationship between job requirementsand the performance of HRM functions.

2. Indicate the methods by which job analysis

typically is completed.3. Identify and explain the various sections of job

descriptions.

4. Provide examples illustrating the various factorsthat must be taken into account in designing a job.

5. Discuss the various job characteristics thatmotivate employees.



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Objectives (cont’d) After studying thi s chapter , you should be able to:

6. Describe the different group techniques used tomaximize employee contributions.

7. Differentiate and explain the different adjustments

in work schedules.



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What is a Job?

• Job A group of related activitiesand duties

• PositionThe different duties andresponsibilities performedby only one employee

• Job Family A group of individual jobswith similar characteristics

Job

Job Job Job



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Job Requirements

• Job SpecificationStatement of the needed knowledge, skills, andabilities (KSAs) of the person who is to perform the

job

Since Griggs v Duke Power and the Civil Rights Actof 1991, job specifications used in selection mustrelate specifically to the duties of the job.

• Job DescriptionStatement of the tasks, duties, and responsibilities(TDRs) of a jo b to be performed



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Job Requirements

Relationship of Job Requirementsto Other HRM Functions

Recruitment

Selection

PerformanceAppraisal

Training andDevelopment

CompensationManagement

Determine recruitment qualifications

Provide job duties and job

specifications for selection process

Provide performance criteria forevaluating employees

Determine training needs and developinstructional programs

Provide basis for determiningemployee’s rate of pay

Presentation Slide 3 – 1



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Job Analysis

• Job AnalysisThe process of obtaining information about jobs bydetermining what the duties, tasks, or activities of jobsare.

HR managers use the data to develop job descriptionsand job specifications that are the basis for employeeperformance appraisal and development.



3 – 8Figure 3.1

The Processof Job

Analysis



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Determining Job Requirements

• What employee does• Why employee does it• How employee does it

• Determining job requirements

• Summary statement of the job• List of essential functions of the

job

• Employee orientation• Employee instruction• Disciplinary action

• Personal qualifications requiredin terms of skills, education andexperience

• Recruitment• Selection• Development

Nature of:

Job Analysis

Job Description

Job Specification

Basis for:

Presentation Slide 3 –2



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Performing Job Analysis

1. Select jobs to study2. Determine information to collect: Tasks,

responsibilities, skill requirements

3. Identify sources of data: Employees,supervisors/managers

4. Methods of data collection: Interviews, questionnaires,observation, diaries and records

5. Evaluate and verify data collection: Other employees,supervisors/managers

6. Write job analysis report

Presentation Slide 3 – 3



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Gathering Job Information

• Interviews• Questionnaires• Observation

• Diaries



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Controlling the Accuracy of Job Information

• Factors influencing the accuracy of jobinformation

Self-reporting exaggerations and omissions byemployees and managersCollecting information from a representative sampleof employeesCapturing all important job information

Length of job cycle exceeding observation period

Lack of access to job site for personal observationLack of familiarity with the tasks, duties, andresponsibilities of a jobOngoing changes in the job



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Popular Approaches to Job Analysis

Functional JobAnalysis

Position Analysis

Questionnaire

Critical IncidentMethod

HRIS and JobAnalysis



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Approaches to Job Analysis

• Functional Job Analysis (FJA)Quantitative approach to job analysis that utilizes acompiled inventory of the various functions or workactivities that can make up any job.

Assumes that each job involves three broad workerfunctions: (1) data , (2) people , and (3) things .



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Difficulty Levels of Worker Functions

Figure 3.2

DATA (4TH DIGIT) PEOPLE (5TH DIGIT) THINGS (6TH DIGIT)

0 Synthesizing 0 Mentoring 0 Setting up

1 Coordinating 1 Negotiating 1 Precision working

2 Analyzing 2 Instructing 2 Operating-controlling

3 Compiling 3 Supervising 3 Driving-operating*

4 Computing 4 Diverting 4 Manipulating

5 Copying 5 Persuading 5 Tending

6 Comparing 6 Speaking-signaling* 6 Feeding-offbearing*

7 Serving 7 Handling

8 Taking instructions —helping*

*Hyphenated factors are single factors.Source: U.S. Department of Labor, Employment and Training Administration, RevisedHandbook for Analyzing Jobs (Washington, DC: U.S. Government Printing Office, 1991), 5.

Less

More



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Approaches to Job Analysis

• Position Analysis Questionnaire (PAQ) A copyrighted questionnaire that is used to determinethe degree to which different tasks are involved inperforming a particular job.

• Critical Incident MethodJob analysis method by which job tasks are identifiedthat are critical to job success.

• HRIS and Job AnalysisHuman resource information systems (HRIS) helpautomate the process of job analysis.



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A Sample Page from the PAQ

Figure 3.3Source: Position Analysis Questionnaire, copyright 1969, 1989 by PurdueResearch Foundation, West Lafayette, Ind. 47907. Reprinted with permission.



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Preparing the Job Description

JobAnalyst

InterviewQuestionnaire

InterviewQuestionnaireObservation

Supervisor

Employees

Combine andreconcile data

Tentativedraft

FinalDraft

Securingconsensus




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Key Elements of a Job Description

• Job TitleIndicates job duties and organizational level

• Job IdentificationDistinguishes job from all other jobs

• Essential Functions (Job Duties)Indicate responsibilities entailed and results to beaccomplished

• Job SpecificationsSkills required to perform the job and physicaldemands of the job



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Job Descriptions

• Job TitleProvides status to the employee.Indicates what the duties of the job entails.Indicates the relative level occupied by its holder inthe organizational hierarchy.



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Job Descriptions (cont’d)

• Job Identification SectionDepartmental location of the jobPerson to whom the jobholder reportsDate the job description was last revisedPayroll or code numberNumber of employees performing the jobNumber of employees in the department where the

job is locatedO*NET code number.―Statement of the Job



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• Job Duties, or Essential Functions, SectionStatements of job duties that:

Are arranged in order of importance that indicate theweight, or value, of each duty; weight of a duty is gauged

by the percentage of time devoted to it.Stress the responsibilities that duties entail and theresults to be accomplished.Indicate the tools and equipment used by the employeein performing the job.

Should comply with law by listing only the essentialfunctions of the job to be performed.



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• Job Specifications SectionPersonal qualifications an individual must possess inorder to perform the duties and responsibilities

The skills required to perform the job:

– Education or experience, specialized training, personaltraits or abilities, interpersonal skills or specific behavioralattributes, and manual dexterities.

The physical demands of the job: – Walking, standing, reaching, lifting, talking, and the

condition and hazards of the physical work environment



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Job Design

• Job Design An outgrowth of job analysis that improves jobsthrough technological and human considerations inorder to enhance organization efficiency and

employee job satisfaction.• Job Enrichment (Herzberg)

Enhancing a job by adding more meaningful tasksand duties ( ver t ical exp ans ion ) to make the workmore rewarding or satisfying.Providing opportunities for achievement, recognition,growth, responsibility, and performance.



3 – 25

Basis for Job Design

Figure 3.4



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Job Enrichment Factors

• Increasing the level of difficulty andresponsibility of the job

• Allowing employees to retain more authorityand control over work outcomes

• Providing unit or individual job performancereports directly to employees

• Adding new tasks to the job that require

training and growth• Assigning individuals specific tasks, thus

enabling them to become experts



3 – 27

Job Characteristics

• Job Characteristics Model(Hackman and Oldham)

Job design that purports that three psychologicalstates (experiencing meaningfulness of the work

performed, responsibility for work outcomes, andknowledge of the results of the work performed) of a

jobholder result in improved work performance,internal motivation, and lower absenteeism and

turnover.



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Job Characteristics Model

• JobCharacteristics

Skill varietyTask identityTasksignificanceAutonomyFeedback

• PsychologicalStates

Meaningfulness ofthe workperformed

Responsibility forwork outcomesKnowledge of theresults of thework performed.

• JobOutcomes

Improved workperformanceIncreasedInternalmotivationLowerabsenteeismand turnover




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Employee Empowerment

• Employee EmpowermentGranting employees power to initiate change, therebyencouraging them to take charge of what they doOrganizational conditions favoring empowerment:

Participation and autonomyInnovation and acceptance of risk-takingAccess to informationAccountability for results

Cultural openness to change



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Industrial Engineering Considerations

• Industrial Engineering A field of study concerned with analyzing workmethods and establishing time standards

• Ergonomics An interdisciplinary approach to designing equipmentand systems that can be easily and efficiently used byhuman beings



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Designing Work for Group/TeamContributions

• Employee Involvement Groups (EIs)Groups of employees who meet to resolve problemsor offer suggestions for organizational improvement

Also known as ―Quality Circles Success with EIs requires:

Comprehensive training for group membersRecognition of the group’s contributions

Continuing input and encouragement by managementUse of a participative/democratic leadership style



3 – 32

Forms of Employee Teams

• Cross-Functional Teams• Project Teams• Self-Directed Teams

• Task Force Teams• Process-Improvement Teams• Virtual Teams

Figure 3.8



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Forms of Employee Teams

• Cross-Functional Team A group staffed with a mix of specialists (e.g.,marketing, production, engineering) and formed toaccomplish a specific objective.

Cross-functional teams are based on assigned ratherthan voluntary membership.

• Project Team A group formed specifically to design a new product

or service. Members are assigned by management onthe basis of their ability to contribute to success.

The group normally disbands after task completion.



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Forms of Employee Teams (cont’d)

• Self-Directed TeamGroups of highly trained individuals performing a setof interdependent job tasks within a natural work unit.

Team members use consensus decision making to

perform work duties, solve problems, or deal withinternal or external customers.

• Task Force Team A task force is formed by management to immediately

resolve a major problem.The group is responsible for developing a long-term planfor problem resolution that may include a charge forimplementing the solution proposed.



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Forms of Employee Teams (cont’d)

• Process-Improvement Team A group of experienced people from differentdepartments or functions and charged with improvingquality, decreasing waste, or enhancing productivity

in processes that affect all departments or functionsinvolved. Team members are normally appointed bymanagement.

• Virtual Team

A group with widely dispersed members linkedtogether through computer and telecommunicationstechnology.



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Flexible Work Schedules

• Compressed WorkweekShortening the number of days in the workweek bylengthening the number of hours worked per day.

Examples:

– The four-day, forty-hour week, generally referred to as4/10 or 4/40. Employees work a four-day workweek, tenhours a day.

– Reducing weekly hours to thirty-eight or thirty-six hours orscheduling eighty hours over nine days (9/80), taking one

day off every other week.



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• FlextimeWorking hours that permit employees the option ofchoosing daily starting and quitting times, providedthat they work a set number of hours per day or week.

All employees are required to be present during adesignated ―core period. Flexible hours reduce absenteeism and tardiness.



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• Job SharingThe arrangement whereby two part-time employeesperform a job that otherwise would be held by onefull-time employee.

Job sharers work three days a week,―creating anoverlap day for extended face-to- face conferencing.

• TelecommutingThe use of personal computers, networks, and othercommunications technology such as fax machines todo work in the home that is traditionally done in theworkplace.



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Keys for Successful Telecommuting

• Identify jobs best suited to distance work.• Select responsible employees.• Establish employee feedback procedures and

performance review methods for evaluation.• Establish formalized telecommuting procedures.• Begin a formal training program.• Keep telecommuters informed and ―in the loop. • Recognize when telecommuting isn’t working.

Figure 3.7Source: Adapted from ―What Is the Future of Telework? HRFocus 78, no. 3 (March 2001): 5 – 6.

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03. Job Analysis and Job Design.ppt