Final Job Analysis and Design

8/3/2019 Final Job Analysis and Design

1/79

Job Analysis and Design


2/79

2

Job Analysis & JobDesign

ConceptProcess

Methods

Uses

Obstacles


3/79

Scheme

Meaning and Definition Job analysis and competitive advantage

Process of job analysis

Methods of collecting job data

Potential problems with job analysis Job design

Factors affecting job design

Job design approaches Contemporary issues in job design


4/79

4

Concept of Job Analysis

It is the process of

determining andrecording all thepertinent informationabout a specific job,

including the tasksinvolved, the knowledgeand skill set required toperform the job

successfully.


5/79

Job analysis

Process of collecting, analyzing andsetting out information about the contentof jobs in order to provide the basis for a

job description and data for recruitment,

training, job evaluation and performancemanagement.

It is the process which provides informationused for writing job description (a list ofthe job entails) and job specification (whatkind of people to hire for the job)


6/79

6

Job Analysis Defined

It is the process of studying andcollecting information relating to the

operations & responsibilities of a specificjob. (Edwin B Flippe)

It is a systematic exploration of the

activities within a job. It is a basictechnical procedure used to define duties,responsibilities and accountabilities of a

job. (Stephen Robbins)


7/79

Types of information provided byjob analysis

Overall purpose- why the job exist and, in essencewhat the job holder is expected to contribute

Content- the nature and scope of the job in termsof the tasks and operations

Key result area

Performance criteria

Responsibilities

Organizational factors- reporting relationships etc

Motivating factors

Development factors- promotion, and careerperspectives

Environmental factors- working condition, unsocialhours, mental and emotional demand


8/79

Relationship with HRM

Recruitment

Selection

Training & Development

Performance Appraisal

Compensation Management


9/79

Recruitment

Selection

Training &Development

PerformanceAppraisal

CompensationManagement


10/79

PURPOSE

Recruitment & Selection

Job duties that should be included inadvertisements of vacant positions

Minimum requirements (education and/or

experience) for screening applicants

Interview questions


11/79

PURPOSE

Compensation:

Skill levels

Responsibilities (e.g., fiscal; supervisory)

Required level of education (indirectlyrelated to salary level)


12/79

PURPOSE

Training Needs Assessment

Training Content

Equipment to be used in delivering thetraining

Methods of training (e.g., small groupcomputer-based, video, classroom)


13/79

PURPOSE

Performance Appraisal & Review:

Goals & Objectives

Performance Standards

Evaluation Criteria


14/79

SOURCES OFDATA

Job AnalystEmployee

Supervisor

METHODS OFCOLLECTING

DATA

InterviewsQuestionnairesObservationRecordsO* Net

JOB DATATasksPerformanceStandardsResponsibilitiesKnowledge Required

Skills RequiredExperienceJob ContextDutiesEquipment Used

JOBDESCRIPTION

TasksDuties

Responsibilities

HUMANRESOURCESFUNCTIONS

JOBSPECIFICATION

SkillsPhysical DemandsKnowledgeAbilities


15/79

Process of Job Analysis

Strategic Choices Employee Involvement

Level of Details Timing and Frequency of analysis

Past-Oriented vs Future-Oriented

Sources of Data

Gather Information Process Information

Job Description

job Specification


16/79

Approaches to Job Analysis

Functional Job Analysis

Position Analysis Questionnaire


17/79

17

Job Analysis Method

Functional Job Analysis

A Quantitative Approach to Job Analysis that utilises a

compiled inventory of the various functions or workactivities that make up a job

Assumes that each job involves three broad workerfunctions Data People Things

Job analyst conduct background research, interviewsjob incumbents and supervisors, make site

observations and then prepares detailed document


18/79

18

Work Function & their level ofdifficulty

Data People Things0 Synthesizing 0 Mentoring 0 Setting up

1 Coordinating 1 Negotiating 1 Precision Working

2 Analyzing 2 Instructing 2 Operating

3 Compiling 3 Supervising 3 Driving

4 Computing 4 Diverting 4 Manipulating

5 Copying 5 Persuading 5 Tending

6 Comparing 6 Speaking 6 Feeding

7 Serving & Helping 7 Handling


19/79

19

Position Analysis Questionnaire (PAQ)Standardized questionnaire-194 items 6 categories

Seeks to determine the degree to which different tasksare involved in performing a particular job

Helps quantitatively sample work-oriented job elements

Category

Information Input- Obtain & use info.

Mental Processes Level of reasoning & dec.

Physical Activities Assembling, Keyboard

Relationship with other persons -Instructing

Job Context High temp or conflict situation

Other Job Characteristics Work pace


20/79

20

Critical Incident Technique (CIT )

Method by which important job tasks areidentified for job success

Behaviours in specific situations contribute tothe success or failure of individuals inorganizations.

Compilation of all the critical acts orbehaviours provides a portrayals of the job,

with the focus on both the action of theworker and the context in which behaviourwas noticed.


21/79

Task Inventory Analysis

Organisation-specific list of tasks & theirdescriptions used as a basis to identify

components of job


22/79

22

Process of job analysis

Information Gathering: Job specific Competency

determination

Developing a jobdescription

Developing a jobspecification


23/79

Job Analysis

JobDescription

HRP

Recruitment &

Selection

JobSpecification

T&D

Job

Evaluation

Remuneration

PerformanceAppraisal

PersonnelInformation

Health &Safety


24/79

Person CollectingJob Analysis Data

Advantages Disadvantages

Trained Analyst

Objectivity maximisedConsistent reportingof InformationExpertise in JobAnalysis

ExpensiveMay overlook certainintangible aspects of

job due to lack offamiliarity

Supervisor

Familiarity with jobFast Data CollectionIntangible aspectscollected

Needs training foreffective Job AnalysisTime burdenObjectivityLess standardisationof Data

Job Holder

Greater familiaritywith jobFast Data CollectionInexpensive

Problem withresponse pattern dueto ambiguity in JobAnalysis QuesRestrictive Job

SamplePoor Standardisation


25/79

25

Uses of Job Analysis

Recruitment & Selection

Training and development

Performance Appraisal

Promotion and transfer

Preventing Dissatisfaction

Compensation Management Organisational Audit


26/79

26

Uses of Job Analysis

Health and Safety

Induction

Industrial Relations

Career Planning

Succession Planning


27/79

Methods of Collecting Job Data

Observation

Interviews

Individual Interviews Group Interviews

Questionnaire

Diary

Technical Conference

Checklists


28/79

Interview

Job analysis interviews should be conducted asfollows:

Logical sequence of questions that helpemployees to order their thoughts about thejob

Probe as necessary to establish what peopledo

Asking leading questions


29/79

Pros and Cons

Basic method of analysis, the most commonlyused

Necessary to Obtain clear statements fromjob holders about their authority to makedecisions

Requires skills on the part of the analyst andis time consuming

Effectiveness can be increased by the use of

a check list


30/79

Questionnaire Helpful when a large number of jobs are

to be covered Can save interviewing time by recording

purely factual information and by enablingthe analyst to structure questions in

advance to cover areas that need to beexplored in greater depth

Should only be carried out on the basis of

preliminary field work The accuracy of results also depends upon

the willingness and ability of jobholders to complete questionnaires


31/79

Pros and Cons

Can save interviewing time

May fail to reveal full flavor of the job

If over generalized may be too easy for

job holder to provide vague or incoherentanswers


32/79

Observation

Studying job holders at work, noting whatthey do, how they do it, how much time it

takes

Appropriate for situations where a relativelysmall number of key jobs need to be analyzedin depth

Time consuming and difficult to apply in jobsthat involve a high proportion of unobservablemental activities, or in highly skilled manual

jobs


33/79

Pros and Cons

Most accurate but so time consuming thatit is seldom used except when preparing

training specifications for manual orclerical jobs.


34/79

Diaries and Logs

Job holders required to keep diaries orlogs of Activities

These can be used by the job analyst asthe basic material for a job description

Best used for fairly complex managerialjobs where the job holders have therequired analytical skills and ability toexpress


35/79

Pros and Cons

Makes great demand on job holders, maybe difficult to analyse

Job Analysis


36/79

Job Analysis

J

Job DescriptionA statement contianingitems:

Title

Location

Summary

Duties

Machines, Tools &Equipment

Materials & Forms used

Supervision given orreceived

Working Conditions

Hazards

Job Specification

A statement containinghuman qualificationsnecessary to do the job

Education

Experience

Training

Judgement

Initiative

Physical Effort

Physical Skills

Responsibilities

Communication Skills

Emotional Charactristics

Unusual sensory demands


37/79

37

Job Analysis

Job Description Job specificationA written statement of whatthe job holder does, how it isdone and why it is done.

It states the minimumacceptable qualifications thatthe employee must posses to

perform the job successfullyIncludes- Job title, Location,Job Summary, duties ,machines, tool and

equipments used andworking conditions.

Includes Education,Qualification, exp, training,communication skills and

emotional characteristics

Imp. Tool in the recruitmentprocess, helps in adv. Thevacancy effectively.

Imp. Tool in the selectionprocess


38/79

Job description

Derived from job analysis provides basicinformation about the job

Includes job title, reporting relationships,overall purpose, principal accountabilities,main tasks and duties


39/79


40/79

Job Description

Job description Contains

Title

Location

Job summary

Duties

Machines, tools and equipment

Materials

Supervision given or received

Working conditions

Hazards


41/79

Specimen of job Description Job Title: Manager, Welfare and Social

Security Code No: HR/198

Department: HR Division

Job summary: Responsible for

Job duties: Planning, Supervision,developing,

implementation, follow-up

Working Conditions: 8 Hrs. Supervision: Report to director..

Relationships: Maintain social and officialcontacts with local officials


42/79

42

Job Description - SNP Co Ltd

Title: Sales and Marketing Executive Reports to: Sales and Marketing Manager, Vapi Based at: Sparkly New Products Co Ltd, Technology House,

vapi.

Job purpose: To plan and carry out direct marketing and sales activities,

so as to maintain and develop sales of SNP's ABCmachinery range to Maharastra major accounts andspecifiers, in accordance with agreed business plans.

Key responsibilities and accountabilities: Maintain and develop a computerized customer and

prospect database. Plan and carry out direct marketing activities (principally

direct mail) to agreed budgets, sales volumes, values,

product mix and timescales. Maintain and develop existing and new customers through

planned individual account support, and liaison withinternal order-processing staff.


43/79

43

Job Description - SNP Co Ltd

Scale and territory indicators: Core product range of four ABC machines

price range Rs 50 to Rs 250. Targetsectors:

All major multiple-site organisations

having more than 1,000 staff.

Total personal revenue accountabilitypotentially Rs.4.5m. Territory: Mumbai


44/79

Job specification

Another product of job analysis.Statement ofhuman qualifications necessary to do the job-

a list of a jobs human requirements Education

Experience

Training

Judgment Initiative

Physical effort


45/79

Job specification

Physical skills

Responsibilities

Communication skills Emotional characteristics

Unusual sensory demands such as sight,

smell, hearing


46/79

Specimen of job Specification Position Title: Manager, Welfare and Social

Security Department: HR Division

Education and Training:MBA/PGDM/PGDBA/MHRM/M.COM/MSW

Computer proficiency:..

Experience:..

Age:.

Other Attributes: Good Health, PleasingManner, Fluency, Analytical skill, GK

SummaryExperience 0 2 Years


47/79

Experience:0 - 2 YearsLocation:Hyderabad / SecunderabadCompensation:Rupees 1,00,000 - 2,00,000Education:UG - Any Graduate - Any SpecializationPG - Any PG Course - Any SpecializationIndustry Type:Fresher/Trainee

Role:TraineeFunctional Area:Marketing, Advertising, MR, PRPosted Date:20 OctDesired Candidate ProfileThe requirements are- Knowledge of Microsoft Office, specifically good knowledge of Excel- Excellent English (Spoken and written)

- Ability to work with large amount of data- Attention to detail- Ability to analyze data, get conclusions and express them correctly in English language- Some previous knolwedge of online programs such as Google Adwords, Yahoo Search Marketing,MSN would be an added advantage, though not a compulsion.Job Description

Intially the job would be reporting and analyzing date of online cmapaigns, full training on onlineadvertising and tools will be provided. if successful and suitable for the role, the candidate mighthave further career development opportunities on specific online account management or in areasof interest from online advertising.Keywords: Online, SEM, PPC, Fresher, Trainee, Intern, Online MarketingCompany ProfileEcselis , part of Havas Digital , which is a leading interactive agency is currently looking for trainees

to join their operations office in Hyd


48/79


49/79

49

Job Design

Job Enrichment Engineering Approach

Job Enlargement


50/79

Job Design

The specification of the content,method andrelationships of jobs in order to satisfytechnological and organisational

requirements as well as the social andpersonal requirements of the jobholder(Davis,1966)

Involves

Identification of tasks Specification of methods of performing the

tasks

Combination of tasks into specific jobs


51/79

51

Concept of Job design

A good job design facilitates involvementand development of employee mental and

physical characteristics by payingattention to:

Flexibility work / rest schedule

Variety & challenges


52/79

52

Job Design

A good job design:

Flexibility in scheduling the task

Gives employees sense of pride

Provides timely feedback

Balance static & dynamic work.


53/79

53

Approaches to Job Design

JobDesign

Job EnrichmentJob Enlargement

Job EngineeringApproach

Human RelationApproach

SociotechnicalApproaches

Job CharacteristicsBuilding Skill variety


54/79

54

Engineering Approach:

Task idea is the key element of this

approach.

Demerits of overspecialization:

Repetition Mechanical pacing

No end product

Little social interaction

No personal input

Engineering Approach:


55/79

55Herzbergs TheoryFactors Affecting Job Satisfaction

Hygiene Needs

Motivation Needs

Hygiene FactorsGood workingconditionJob security

Policies & rules

Motivators:AchievementResponsibilityRecognition

Level ofJob dissatisfaction

Level ofJob Satisfaction

Level ofJob Performance

Human Relation Approach


56/79

A design theory that purports that threepsychological states

Experiencing meaningfulness of the workperformed Responsibility for work outcomes Knowledge of the results of the work

performed Result in improved work performance,

internal motvation and lower absenteeism &turnover

Richard Hackman & Greg Oldham

Job Characteristic Model


57/79

57


Employees work hard when they are rewarded for thework they do and when the work gives themsatisfaction. (Hackman & Oldham)

Skill Variety : Degree to which job necessitates the use ofdifferent skills

Task Identity : Degree to which job requires completion ofwork

Task Significance: importance of task & Degree to whichjob makes impact.

Autonomy: Degree to which job provides freedom inscheduling the work and determining pace

Feedback: Degree to which objectives, progress &performance feedback reaches employees.


58/79

58


Core JobCharacteristics

CriticalPsychological States

Outcome

Skill VarietyTask Identity

Task Significance

Experiencedmeaningfulness of the job

Autonomy

Feedback

Res. For the outcome

Know. Of actual result

High Internal Work

High growthsatisfactionHigh work effectiveness

High quality work

Low absenteeism


59/79

59

Redesigning

Redesigning

Sales employees job


60/79

60


Redesigning Sales employees job:

Skill Variety: Different selling approaches

Better way of recording sales

Task Identity: Mark off an individual display area that they

consider their own and keep it complete & orderly

Keep a personal record of daily sales volume inrupees


61/79

61


Task Significance : They represent the store hence courtesy &pleasantness will help build stores reputation.

Selling was basic objective of the store.

Autonomy: Encouraged to develop their own sales pitch.

Allowing freedom to select their own break andlunch time.

Encourage to make suggestions for changes inall phases of policy


62/79

62


Feedback (from job)

Encouraged to keep personal record of their ownsales volume

Encouraged to keep sales/ customer ratio

Good feedback from potential customer ensuressales person was successful.

Examples: AT&T, Xerox & Motorola


63/79

Employee Empowerment

Granting employees power to initiatechange, thereby encouraging them to

take charge of what they do


64/79

64

Sociotechnical Approach

Intellectually challenging & demanding

Variety & novelty

Social Support & Recognition

Desirable future

Decision making authority

Correlation with social lives


65/79

65

The Volvo Project

Sociotechnical Approach to Job design:

Volvo, Swedens largest employer facedproblems absents, employee turnoverand demand for meaningful job.

Technological changes were made toreflect more of natural module of workrather than continuous workflow.


66/79

Workflow Analysis

Workflow Analysis A study of the way work (inputs, activities, and

outputs) moves through an organization.

InputsPeople

Materials

Equipment

ActivitiesTasks and

Jobs

OutputsGoods and

Services

Evaluation


67/79

67

The Volvo Project

Autonomous workgroup were formed- 5-12 workers, used to select their own supervisor Schedule, inspect and assign their own work Reward same to all group members except supervisor

New Kalmar assembly plant was redesigned Worker assigned space like a small workshop rather

than a large factory Natural lighting

Separate lounge & Rest facilities Computer-guided trolleys that rolled along the floor

Sociotechnical approaches


68/79

68

The Volvo Project

Traditional assembly line was changed tostationery so that it remain static

25 workgroups were formed of 20members each.

They worked Electrical system,instrumentation, steering, controls, brakesystem, fuel, panels.

They contract with management -deliverables.


69/79

69

Modern Management Techniques

Job Rotationis a where an individualtemporarily moves laterally into an established

or "shadow" position. An employee may

complete a series of Job Rotations.


70/79

70


Job Rotation

1. To motivate and challenge an individual who has been on a jobfor a long time.

2. To broaden an individual's knowledge of other functions and

departments in the organization.

3. To prepare an individual for career advancement. To cross-train

members of a team.

4. To maximize an individual's exposure to customers by moving

him or her into positions that require customer interaction.


71/79

71


Job Enlargement

Horizontally loading the job. Adding more

operations to reduce the monotony of thejob.

Thomas Watson, founder of IBM, becameconcerned with impact of engineeringapproaches and employee turnoverconsidered Job Enlargement and JobRotation.


72/79

72

Approaches to Job Design

Job Enrichment: Vertically loading the job

Steps in Job Enrichment:

1. Selecting jobs that can motivate the employeesand result in improved performance.

1. Providing scope for change & enrichment

1. Brainstorming- prepare list of changes that mightenrich the job

1. Concentrate on motivational factors


73/79

73

Steps in Job Enrichment

Change the content of the job instead ofchanging the employee

Provide adequate training


74/79

74


Flexi time

Telecommuting

Job sharing

Condensed work

Working from home

Contemporary issues


75/79

Contemporary issues Telecommuting

Alternative work patterns Techno stress

Task revision

Skill Development

Flexi time

Job Sharing-Part time V/S Full time

Condensed work week

Working from home

Job Specification


76/79

p

Mr.Kishore is a Branch Manager of Indianbank at one of its village branches. His staff

included two clerks and an attendant. Veryoften Mr. Kishore was left alone in the bankafter 5 PM to tally accounts, day books andcomplete all other formalities.On 30th December Mr. Kishore was working

till past 2 AM tallying the accounts sincehardly one day was left for closing theaccounts for the year. On this fateful night,the Branch Manager was attacked by a bandofrobbers, wholooted Rs.5 lakhs afterbrutally wounding Mr.Kishore. His right hand,had to be amputated later.

Job Specification


77/79

Job SpecificationAfter his recovery, the Branch Manager applied for

compensation. The Bank Management was of the

opinion that Mr.Kishore violated the jobspecification by working beyond the stipulatedhours of work. He, in their views, was notentitled to any compensation as the accident

occurred during non-employment hours. Theyalso called for an explanation as to why theamount lost cannot be recovered from his salaryand provident fund.

1.How do you justify the Banks stand in this case?

2.What modifications do you suggest in jobspecification to overcome such incidents infuture?


78/79

78

Dr.Reddys Lab

Dr.Reddys Lab Green field plant- SMT

Operates & maintains the plant HR, process, management &

community out reach.

Functioning with 63 employees

compared 400 employees similar plantcapacity.

Zero customer complaint.


79/79

Documents

Final Job Analysis and Design