Job Design and Analysis

8/12/2019 Job Design and Analysis

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Introduction

Managers achieve organizational goals by getting jobs done Jobs are assigned to individual emloyees!

Job:" set o# closely related tas$s or grou o# tas$!

Task: Tas$s are distinct %or$ activities

Positions:The job determines the osition

Occupation: "rea o# job and or tas$s or ositions held!

&or e'amle, " lecturer


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)oncet o# Job *esign

It seci#ies the content o# the job and %ays to dothat job!

+r %hat should be done and ho% to do the job

It determines the tas$s to be included in jobs andmethods o# er#orming those tas$s!

"ccording to *e)enzo and -obbins . Job design

is the %ay in %hich job tas$s are organized into aunit o# %or$/!

Job design should balance the needs o# the

organization and the emloyees!


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Imortance In +rganization

It a##ects roductivity, costs, 1uality and e##ectiveness

It a##ects motivation and job satis#action o# emloyees

2oor job design leads to turnover, absenteeism, grievances,

stress, con#licts and indisciline

Job design must change %ith time, eole and environment


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Stes in Job *esign

Seci#ication on Individual tas$s

+rganizing or combining tas$s into jobs

Seci#ication o# methods o# er#orming

each tas$s


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"roaches or Methods o# Job *esign Scientific Management

It advocates one best method o# doing jobs

5or$ simli#ication, secialization and standardization are used in

job design

Time and motion study are used to simli#y the jobs

2eole and Job #it is #ocused

For example: Work Simplification

Job is simli#ied by brea$ing into various tas$s

The tas$ o# one job may be assigned to t%o jobs

It romotes e##iciency through secialization o# jobs

6ess trained and lo% aid emloyee can er#orm the jobs

+versecialization results in boredom, and high turnover, increased costs,

#i'ed routine o# doing job avoids the interactions!


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Herzbergs Method

Two Factor theory Hygiene & Motivation attracts worker to

their work.

Hygiene is working condition and motivation can be

enhanced by self recognition, achievement, desire for

acceptance of greater responsibility.

Important factors to satisfy the employees are-irect

feedback, !ew learning, "ched#ling, $ontrol over reso#rces,

irect comm#nication, %ersonal acco#ntability.

Some Examples are:


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Job Rotation Method !ert"#erg$

9mloyees are allo%ed to move #rom one job to job

Jobs are not changed only emloyees are rotated

Monotony o# secialized job is bro$en

Becomes cometent in several jobs, results in emloyee

develoment

+rganization gets #le'ibility in scheduling jobs *oes not imrove job, costs are high es! training costs,

job disrutions, have to er#orm several boring jobs!


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Job %nlargement Method !ert"#erg$

Similar tas$s are added to revious tas$s to enlarge the

jobs

The scoe is just horizontal so it is called horizontalloading o# jobs

-educes the monotony by increasing the tas$s, %ider

range o# emloyee s$ills

Increase in job satis#action, motivation

-e1uires longer training eriod, high costs, loaded jobs,

emloyee resistance may arise


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Job %nrichment Method !ert"berg$

Jobs are enriched means made challenging and

meaning#ul

Increased resonsibility, autonomy, gro%th and

oortunities

6ess suervision o# emloyees

Increased motivation and satis#action, imrove

job outcomes, emo%ers emloyees and rovide

roer #eedbac$


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Job Characteristics Method

Motivation and other effects can be seen only if three psychological states

eists-Meaningf#lness, 'esponsibility and knowledge of the res#lt.

Five core (ob characteristics are "kill variety, task identity, tasksignificance, a#tonomy and feedback

"kill variety, task identity and task significance res#lts in employee

motivation while a#tonomy res#lts in high )#ality performance and

feedback indicates o#tcomes

Skill variety *degree to which a (ob re)#ires a variety of different skills.

Task identity*degree to which a (ob re)#ires completion+

Task signiicance*work has meaning it is worthwhile

!"tonomy*to which degree a (ob provides s#bstantial freedom+

#eedback*information on performance+


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Open Socio&Technical Method

)onsiders both job>oriented technical system and the

accomanying social system

It is system aroach to job design i!e! Technical system

considers nature o# job er#ormed %hile social system

considers the role o# emloyees and their needs

9ntire job situation, including its hysical and social

environment is #ocused %hile designing jobs

This techni1ue uses guideline li$e job should be demanding,

continuous learning, autonomy in decision ma$ing, social

suort and recognition, relation o# jobs %ith social li#e, re%ards

etc!


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5or$ Team Method 5or$ teams are sel# directed teams

Team members are highly committed, decide collectively,

interact continuously, %or$ closely, determine %or$

assignments, and %or$ing methods ractice sel# suervision!

'd(antages:

Higher roductivity, higher er#ormance job designs

Suervision costs are reduced, re%ard tied to

er#ormance, team sirit

?reater involvement o# emloyees in decision ma$ing,

greater emloyee commitment


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*isadvantages@

9mloyee, managers and unions resists %or$

teams

)an have oor team comosition

9##iciency may not be ensured or deends on

situation


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Modified Work Schedules 'utonomous Work

teams$

Modi#ication o# %or$ schedules

Shorter 5or$ 5ea$@ &our days or #orty hours a %ee$

&le' Time@ 9mloyees are allo%ed to select their o%n

%or$day schedules, &le'ible timings

Job Sharing@ Share one #ull time job by t%o or moreemloyees

Home %or$ or Telecommuting@ 9mloyees %or$ #rom o%n

house


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Imortance or Bene#its o# Job *esign +rganization *esign@ It rovides the organizational structure

Aeed Balancing@ Aeeds o# +rganization and emloyee are balanced Human -esource "c1uisition@ Job design hels in rearing job descrition and

seci#ications

Motivation@ Job design can enrich the jobs resulting in satis#action and motivation

o# %or$ers

2erson Job &it@ Job design considers S" %hich #acilitates the job Ceole #it

Harmonious labor relations@ 2oorly designed jobs lead to grievances, indisciline,

emloyee turnover, absenteeism and con#licts

Better D56@ Imroves hysical and mental %ell being at %or$ lace, emloyee

articiation in %or$ imroves


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JO# ')'*+S,S: -oncepts It is #ormal study o# the jobs and job related in#ormation

Systematic observation and recording o# activities involved in

jobs and the 1uali#ication needed to accomlish such jobs in

terms o# no%ledge, S$ills and "bilities ES"F

"cc! To *e)enzo and -obbins . Job analysis provides

information about jobs currently being done and the

knowledge, skills and abilities that individuals nee toperform the job adequately/!


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Job 'nal.sis

Job/escription

JobSpecificatio

n

Job %(aluation

JobPerformance

Standards

-omponents of Job 'nal.sis


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-omponents: /efined

Job /escription It describes the job title, duties G resonsibilities,

authority, accountabilities and job relationshis

5ritten statement o# %hat the jobholder needs to

do and has job content, environment, and

conditions o# emloyment

It is needed in recruitment, selection, araisal

and develoment o# H- It hels to identi#y training and develoment

needs


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-omponents: /efined

Job Specification

It seci#ies the re1uirements li$e ersonal

characteristics, 1uali#ication, e'erience

It also highlights the $no%ledge, s$ills and

abilities re1uired to er#orm certain jobs!

It guides selectors to select the right

candidates #or the jobs


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Purposes or Ob0ecti(es of Job

'nal.sis

*evelo Job *escrition, Job Seci#ication and Job

2er#ormance standards

)onduct Job 9valuation

Seci#ies relative value o# each job, develo comensationac$age based o# job analysis

2reare Human -esource 2lan

Job analysis rovides vital inuts #or rearing and udating

H-I and H-IS Identi#y Training and *eveloment Aeeds

Identi#y training, develoment and orientation o# emloyees


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Purposes -ontd11

*evelo 2er#ormance "raisal System

Job analysis serves as the oint o# re#erence #or

develoing araisal system, it revie%s emloyee

er#ormance and otential

Job *esign and -edesign

Job design #ollo%s job analysis, it is imortant

inut to determine job contents


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Process or Steps in -ollecting Job

'nal.sis ,nformation

2nderstand Purpose of Job 'nal.sis

To gather the in#ormation #or job analysis, the urose should be

clearly understood

2urose o# job analysis may be H- lanning, recruitment and

selection, identi#ying training and develoment, reare jobdescrition and seci#ications etc!

,dentif. the Position for Job 'nal.sis

The seci#ic osition should be targeted #or conducting job analysis

Misleading identi#ication o# ositions may rove job analysis as

%orthless

&or e'amle job analysis o# #inance managers, mar$eting o##icers etc!


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Stes )ontd

,dentif. ,nformation )eeded

5or$ "ctivities@ 5hat the %or$er does Seci#ic tas$s

involved in job, rocedures to er#orm, comle'ity and

timings, ersonal resonsibilities, hazards and

discom#orts o# jobs

5or$>oriented "ctivities@ Ho% job is er#ormed Aature

o# oerations, motions on %or$ such as handling, li#ting,%al$ing, driving etc! Human behaviors re1uired such as

communicating, sensing, decision ma$ing s$ills etc!


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Machines and Materials Used@ 5hat the %or$er uses

Tyes o# machines, tools and e1uiments! Materials

used such as metal, lastics! no%ledge alied such

as accounting and legal!

Job 2er#ormance Standards@ Duantity and 1uality

standards #or the jobs, and time ta$en #or the job

Job )onte't@ 2hysical %or$ing conditions, %or$

schedule, incentives both #inancial and non>#inancial,

job relationshis

2ersonal "ttributes@ 9ducation, e'erience, training,

S", atitude, social s$ills and hysical strength


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,dentif. the Sources of ,nformation

9mloyees@ &irst hand $no%ledge about the elementsand activities involved in jobs

Suervisor@ They suervise the emloyees, they deal

%ith the roblems, they are $no%ledgeable about jobs

Indeendent 9'erts@ Job "nalysts, %atch emloyeeser#orming jobs and record activities

Job -evie% )ommittee@ -eresentatives #rom H-*,

Industrial 9ngineering *et!, 6abor Unions

Aon>human Sources@ 9'isting job descrition,

seci#ications, e1uiment maintenance records,

bluerints and architectural design o# %or$ areas, #ilms o#

%or$ers on job, manuals, literatures


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-hoose methods for -ollecting Job ,nformation

+bservation method@ 9mloyees are observed during job

Intervie% method@ 9mloyees are intervie%ed in %or$ site

Duestionnaire method@ 9mloyees #ill u the 1uestionnaires

*iary method@ 9mloyees are advised to record their daily activities

Technical con#erence method@ 9'erts and secialists hold con#erence or meeting#or job analysis

-ollect ,nformation

In#ormation are collected, rocessed and chec$ed #or accuracy


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Methods of -ollecting Job 'nal.sis

,nformation

Obser(ation Method

Job analysts observe the emloyees and %or$ers doing their jobs

It collects #irst hand in#ormation

isual imression on activities, e1uiments and %or$ing environment

are obtained

Time study Etime re1uiredFand motion study E%ay to do jobF are

#re1uently used observation methods

Some distortions may occur since it is imossible to observe and

record all activities! 5or$ers may not er#orm e##iciently due to hesitations %hen they are

being %atched

Aot suitable #or in#ormation on managerial activities


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,nter(ie3 Method

&ace to #ace intervie% o# individual or grou is conducted at %or$

site

Suervisors are also intervie%ed

" chec$list o# 1uestions are used #or intervie%

Use#ul in e'laining unclear 1uestions and better accuracy can be

ensured %hile assessing the job

It is costly and time consuming

4uestionnaire Method

It is oular and use#ul #or collecting in#ormation #rom large number

o# emloyees

9mloyees are rovided %ith a set o# structured 1uestionnaires

relating to job activities


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It is 1uic$er and economical, it allo%s to study many jobs at a

time

Duestions may be misunderstood, resonses may beincomlete and misinterreted, unreturned

It is time consuming

/iar. Method 9mloyees are made to record their daily activities on diary

)omrehensive in#ormation is obtained #rom entries made in

diary #or the entire job cycle

It is #easible and economical %ay to collect job in#ormation

It is less oular among others! 9mloyee may regard it as

nuisance and the added %or$load


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Technical -onference Method

9'erts and secialists %ith e'tensive $no%ledge o#

job analysis are intervie%ed

It rovides comrehensive and e'ert in#ormation onjob

Suervisors and e'erts may lac$ #amiliarity %ith the

comle'ity o# jobs

The in#ormation may be judgmental and subjective

The in#ormation may lac$ accuracy


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J+B "A"6YSIS T9)HAIDU9S@ Job Focused

Techni5ues

Job #ocused techni1ues is concerned %ith various tas$s

that ma$e the jobs!

This techni1ues is #ocused in imroving the jobs

Functional Job 'nal.sis FJ'$

*eveloed by US det! o# labor

9mhasize on tas$ and technological #actors

&our asects are %or$er #unction, %or$er #ields,

%or$er roducts and %or$er traits


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Method 'nal.sis

2rovides descrition o# ho% to do the jobs e##ectively

and e##iciently

It is use#ul in analyzing non>managerial jobs

Body movements and rocedural stes, balancing

movement o# t%o hands,

-eduction o# muscular e##ort, location o# tools andmaterials

It aims at accuracy and e##iciency in doing %or$s


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The !a. Plan

It is use#ul in analyzing managerial jobs that consists o#

numerous and varieties o# tas$s

The job analysts intervie%s the manager on the job

In#ormation on objectives o# job, nature and scoe,

accountability, suorting sta## needs are collected

"lso, technical, managerial and human relationshi re1uired,

nature o# roblem solved are collected

The collected in#ormation are used to reare job descrition

and job seci#ications

It is also use#ul in establish ay e1uity


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2erson Behavior &ocused Techni1ue

It is concerned %ith the erson doing the job or the behavior o# the ersondoing the jobs

This techni1ue is based on the behavioral asects o# emloyee %hile doing

certain jobs

Position 'nal.sis 4uestionnaire P'4$

*eveloed by 2ro#! Mc)ormic$

It emhasizes emloyees, tas$ and technology! Intervie%s %or$er and

suervisors

It contains standardized


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-ritical ,ncident Techni5ue

&ocuses on %or$ being done

It consists o# collecting %ritten descrition o# e##ective or ine##ective

%or$ behavior in critical %or$ situations

)ritical incidents are analyzed to get the in#ormation o# actual job

re1uirements

It is time consuming and unusual %or$er behavior

Ph.sical 'cti(ities Techni5ue

Job analysis is carried out by observing the hysical activities o#

the %or$ers in the jobs Job analysts also may intervie% the emloyees and suervisors

about the hysical strength and re1uirements to er#orm jobs


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J+B *9SI?A "A* "A"6YSIS IA A92"6

Both job design and job analysis has remained neglected asect in

Aeal

Job and organizational #actors are highly considered %hile the

environmental and behavioral #actors are neglected

Job designs are done by %or$ simli#ication and job rotation %hileenrichment o# job is lac$ing, %or$ team method is emerging

Job analysis lac$s to management suort

+nly Job descrition is #ocused but most o# the organization rovides

vague and imroer job descrition


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The urose o# Job analysis in Aeal is con#ined to

recruitment and selection rocess

Job analysis is rarely used #or emloyee training anddeveloment, er#ormance araisal, and comensation

management

Job #ocused techni1ues are used and erson #ocused

techni1ues are neglected #or job analysis

The role and ractice o# Job "nalysis %ill increase in AealKs

H-M in coming days due to entry o# global organization!

Documents

Job Design and Analysis