Upload
hariparmeshwar
View
3.561
Download
1
Embed Size (px)
Citation preview
Job Design and Job Analysis
Concept of Job Design
• The manipulation of the content of a job
• The methods or functions used in carrying out
the job
• The relationships that exist among the jobs
Concept of Job Design
Job design answers the questions of
• how the job is to be performed
• who is to perform it
• where it is to be performed
Approaches to Job DesignEngineering Approach
– The most important single element in the
Engineering approaches, proposed by FW Taylor
and others, was the task idea.
– “The work of every workman is fully planned out by
the management at least one day in advance and
each man receives in most cases complete written
instructions, describing in detail the task which he
is to accomplish
Engineering Approach
• The scientific management principle
– Work should be scientifically studied
– Fragmentation and routinization of work will reap the
advantages of specialization
– Work should be arranged so that workers can be
efficient
Engineering Approach
• The scientific management principle
• Employees selected for work should be matched
to the demands of the job
– Employees should be trained to perform the job
– Monetary compensation should be used to reward
successful performance of the job
Problems with Engineering Approach
– Walker and Guest
• Repetition: Performing a few tasks repeatedly
led to boredom
• Mechanical pacing: Assembly line workers were
compelled to maintain a certain regular pace of
work and could not take needed breaks
Problems with Engineering Approach
• No end product: Not turning out any identifiable
end product led to less enthusiasm in work
• Little social interaction: Because the assembly
line demanded constant attention, there was very
little opportunity to interact on a casual basis
and share work experiences
Problems with Engineering Approach
No input: No opportunity to choose the
• methods for performing their jobs
• the tools which they used
• the work procedures
This created little interest in the job because
there was nothing which employees could
improve or change
Human Relations Approach
• This approach recognized the need to design
jobs in an interesting manner
• Herzberg’s research popularized the notion of
enhancing need satisfaction through what is
called job enrichment
Human Relations Approach
• According to Herzberg there are two factors
– Motivators - achievement, recognition
– Hygiene factors - working conditions, organizational
policies, inter- personal relations
• Herzberg emphasized the psychological needs of
employees in designing jobs
The Job Characteristics Approach
Hackman and Oldham -
Employees will work hard when
• they are rewarded for the work they do
• when the work gives them satisfaction
The Job Characteristics Approach
Any job can be described in terms of five core job
dimensions:
– Skill variety: The degree to which the job requires
workers to use a variety of different
– activities
– talents
– skills
in order to successfully complete the job
requirements
The Job Characteristics Approach
– Task identity: The degree to which the job allows
workers to complete whole tasks from start to
finish, rather than disjointed portions of the job
– Task significance: The degree to which the job
significantly impacts the lives of others both
within and outside the workplace
The Job Characteristics Approach
– Autonomy: The degree to which the job allows
workers freedom in planning, scheduling and the
methods used to complete the job
– Feedback: The degree to which the job itself
provides workers with clear, direct and
understandable knowledge of their performance
Job Design Options of Modern Management
• Modern management recognizes the disadvantages
of highly specialized jobs - specialization increases
cost of employee absenteeism and turnover, and
decreases productivity and quality
• HR managers have to balance employees’ human
needs and employers’ economic goals
Job Rotation
• Job rotation - movement of an employee from one
job to another
• The jobs remain the same, the employees are
rotated among various jobs
• This relieves employees from boredom and
monotony, improves their skills on various jobs,
enhances their self - image and provides personal
growth
Job Rotation
• Job rotation helps managers cope with frequent
absenteeism and high turnover of workforce
• It is an effective technique for training new or
inexperienced employees
• It helps in developing managerial generalists at
higher organizational levels by exposing them to
several different operations
Job Enlargement
• Expands job horizontally
• Increases job scope - the number of different operations required in a job and the frequency with which the job cycle is repeated
• Reallocates tasks and responsibilities
• Changes the pace of work and operation
It does not increase the job depth (the extent of planning,
decision - making, and controlling done by the employee
in the total job
Job Enlargement
• Though job enlargement is still considered a valid
means for solving specialization problems, most
modern redesign projects are augmenting it with a
more sophisticated technique known as job
enrichment
Job Enrichment
• Job enrichment is done by redesigning jobs in such
a way as to increase both its scope and depth
• Job enrichment involves adding duties and
responsibilities to a job so that it provides skill
variety, task identity, task significance, autonomy
and feedback on job performance
Job Enrichment
Example:
• Instead of simply machining a piece of job on a
machine, the worker with an enriched job would
perform machine setup, machine the piece, inspect the
output, accept or reject the output, and if necessary,
repair the machine
Techniques of Job Enrichment
• Incorporating more responsibility into the job
• Providing wider scope, greater sequencing and
increased pace of work
• Assigning a natural unit of work, either to an
employee or to a group of employees
• Minimizing controls and providing freedom of work
when the employees are clearly accountable for
attaining defined goals
Allowing the employees to
• set their own standards
• monitor their own performance by providing control
information
Encouraging employees to
• participate in planning and innovating
• introducing new, difficult and creative tasks
• assigning specific projects to individuals or groups to
increase their exposure
Techniques of Job Enrichment
Concept of Job Analysis
• Job analysis is a formal and detailed examination of jobs
This analysis involves
• compiling a detailed description of tasks
• determining the relationship of the job to technology
and to other jobs and
• examining the knowledge, qualifications or employment
standards, accountabilities and other incumbent
requirements
Process of Job Analysis
• Organizational analysis: First of all an overall picture
of various jobs in the organization has to be
obtained. This is required to find the linkages
between jobs and organizational objectives,
interrelationships between jobs and contribution of
various jobs to the efficiency and effectiveness of the
organization
Process of Job Analysis
• Selection of representative positions to be analysed:
It is not possible to analyse all the jobs. A
representative sample of jobs to be analysed is
decided keeping the cost and time constraints in
mind
• Collection of job analysis data: This step involves the
collection of data on the characteristics of the job,
the required behavior and personal qualifications
needed to carry out the job effectively
Process of Job Analysis
• Preparation of job description: This step involves
describing the contents of the job in terms of
functions, duties, responsibilities, operation, etc
• Preparation of job specification: This step involves
conversion of the job description statements into a
job specification, which is a written statement of
personal attributes in terms of traits, skills, training,
experience needed to carry out the job
Job Analysis Methods
• Observation method: The analyst observes the
workers doing the job. The tasks performed, the
pace at which activities are done, the working
conditions are observed during a complete work
cycle
• Individual interview method: Analysts select some
of the incumbents, interview them extensively and
combine the interview results into a single job
analysis
Job Analysis Methods
• Group interview method: Interviews are done
simultaneously for all the selected job
incumbents
• Structural questionnaire method: Analysts send a
structured questionnaire to the workers and ask
them to check and rate items they perform on
their job, from a long list of possible task items
Job Analysis Methods
• Technical conference method: Specific characteristics
of a job are obtained from the “experts”, usually
supervisors with extensive knowledge of the job.
Though a good data-gathering method, the workers’
perceptions about what they do on their job are often
overlooked in this method
• Diary method: Job incumbents are asked to record their
daily activities
Functional Job Analysis (FJA)
• FJA is a worker-oriented job analysis approach that
attempts to describe the whole person on the job
• There are 5 steps to be followed:
1. identification of organization’s goals for the FJA
analysis
2. identification and description of tasks, wherein tasks
are defined as actions. The task actions may be
physical, mental or interpersonal
Functional Job Analysis (FJA)
3. each task is analyzed using 7 scales. These
include, data, people, things, degree of
supervision, reasoning, mathematics and language
4. the analyst develops performance standards to
assess the results of a worker’s tasks
5. the development of training content needed by
the job holder
Position Analysis Questionnaire (PAQ)
• The PAQ is a standardized questionnaire
• The PAQ procedure contains 194 job elements that
fall into 27 job dimensions, which in turn fall into 6
major job categories
Position Analysis Questionnaire (PAQ)
• The 6 major divisions of PAQ are as follows:
– Information input
– Mental process
– Physical activities
– Relationships with other people
– Job context
– Other job characteristics
Critical Incident Technique
• There are two criteria which help to define a job
activity as critical
– First it is complete enough to allow someone to
make an inference about a job incumbent’s
performance and
– Second, it is crucial to either outstanding or poor
job performance
Critical Incident Technique
• The critical incident technique is an appropriate
job analysis technique for purposes like
performance appraisal, training, selection or job
design
Job Analysis Information
• The job analysis provides the following information:
– Job identification: its title, including its code
number
– Important characteristics of a job: its location,
physical settings, supervision, union jurisdiction,
hazards and discomforts
Job Analysis Information
– What the typical worker does: collection of
information on specific operations and tasks to be
performed by the typical worker including their
relative timing and importance, their simplicity,
routine or complexity, the responsibility for others
Job Analysis Information
– Job duties: a detailed list of duties along with the
probable frequency of occurrence of each duty
– What materials and equipments the worker uses:
metals, plastics, grains, yarn or lathes, milling
machines
– How a job is done: nature of operations like lifting,
handling, cleaning, washing, feeding, removing,
drilling
Job Analysis Information
– Required personal attributes: experience, training,
physical strength, coordination or dexterity,
physical demands, mental capabilities, aptitudes,
social skills
– Job relationship: opportunities for advancement,
patterns of promotion, essential cooperation
Job Description
• Job description is a written statement of what the job
holder does, how it is done, under what conditions it
is done and why it is done
• It describes what the job is all about, throwing light
on job content, environment and conditions of
employment
Job Description
• A job description usually covers the following
information:
– Job title
– Job summary
– Job activities (tasks done, facilities used, extent of
supervision required)
– Working conditions
– Social environment
Job Specification
• Job specification summarizes the human
characteristics needed for satisfactory job
completion
• It tries to describe the key qualifications someone
needs to perform the job successfully
Job Specification
• The personal attributes that are described through a job
specification may be classified into three categories:
– Essential attributes: skills, knowledge and abilities a
person must possess
– Desirable attributes: qualifications a person ought to
possess
– Contra-indicators: attributes that will become a
handicap to successful job performance
Employee Specifications
• The job specification information must be converted into
an employee specification information in order to
determine what kind of a person is needed to fill a job
• Employee specification lays down the minimum required
employee qualifications in terms of physical
characteristics, educational background, work experience,
etc and the minimum acceptable human qualities that a
prospective employee must possess to perform the job
Uses of Job Analysis
• Human resource planning: Job Analysis helps in
forecasting human resource requirements in terms
of knowledge and skills
• Recruitment: An understanding of the skills needed
and the positions that are vacant in future helps
managers to plan and hire people in a systematic
way
Uses of Job Analysis
• Selection: Without a proper understanding of what
is to be done on a job, it is not possible to select
the right person
• Placement and orientation: After selection, people
have to be placed in jobs suited to their interests,
activities and aptitude. Similarly effective job
orientation cannot be achieved without a proper
understanding of the needs of each job
Uses of Job Analysis
• Training: Whether or not a current or potential job
holder requires additional training can be
determined only after the specific needs of the
jobs have been identified through a job analysis
• Counselling: Managers can properly counsel
employees about their careers when they
understand the different jobs in the organization
Uses of Job Analysis
• Employee safety: A thorough job analysis reveals
unsafe conditions associated with a job
• Performance Appraisal: By comparing what an
employee is supposed to be doing to what the
individual has actually done, the worth of that person
can be assessed
• Job evaluation: It assists in designing proper wage
policies, with internal pay equity between jobs
Job Analysis Problems
• In organizations undergoing frequent or continuous
delayering and downsizing, a job analysis is
associated with employee fear
• The second problem associated with job analysis is
the need to update the information gathered. Jobs
change as the organization changes. Thus updating
current information becomes essential.