Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–14–1 Part 2: Staffing The...

Copyright © 2008 by Nelson, a division of Thomson Canada Limited. 4–1

Part 2: Staffing The OrganizationPart 2: Staffing The OrganizationPart 2: Staffing The OrganizationPart 2: Staffing The Organization

Chapter 4: Redefining Jobs and Job Chapter 4: Redefining Jobs and Job AnalysisAnalysis

Prepared by Linda Eligh, University of Western Ontario


Learning ObjectivesLearning ObjectivesLearning ObjectivesLearning Objectives

After you have read this chapter, you should be able to:

1. Discuss workflow analysis and business process re-engineering as approaches to organizational work, define job design and the importance of using teams.

2. Explain how work schedules and telework are affecting jobs and work.

3. Describe job analysis, and the stages in and methods used in the job analysis process.

4. Indicate how job analysis has behavioural aspects.

5. Identify the components of job descriptions and job specifications.


Changing Nature of Work and HR ManagementChanging Nature of Work and HR ManagementChanging Nature of Work and HR ManagementChanging Nature of Work and HR Management

• Dividing Work into JobsWork

Effort directed toward producing or accomplishing results.

Job A grouping of tasks, duties, and responsibilities that

constitutes the total work assignment for an employee.

• Approaches to Understanding JobsWorkflow analysisRe-engineeringJob designJob analysisJob descriptions and job specifications


Influences Affecting Jobs,

People, and Related HR

Policies Fig. 4-1

Influences Affecting Jobs,

People, and Related HR

Policies Fig. 4-1



• Workflow AnalysisA study of the way work (inputs, activities, and

outputs) moves through an organization.Rapid growth of the Internet and web-based

information systems changes workflow in organizations.



• Business Process Re-engineering (BPR)Measures for improving such activities as product

development, customer service, and service delivery.Phases of Reengineering

RethinkRedesignRetool


Job DesignJob DesignJob DesignJob Design

• Job DesignOrganizing tasks, duties, and responsibilities into a

productive unit of work.

• Person/job FitMatching characteristics of people with characteristics

of jobs.


Job Job SatisfactionSatisfaction

Job Job SatisfactionSatisfaction

Job Job PerformancePerformance

Job Job PerformancePerformance

Physical andPhysical andMental HealthMental Health

Physical andPhysical andMental HealthMental Health


Person/Job Fit Fig. 4-2Person/Job Fit Fig. 4-2



• Job EnlargementBroadening the scope of a job by expanding the

number of different tasks to be performed.

• Job Enrichment Increasing the depth of a job by adding the

responsibility for planning, organizing , controlling, and evaluating the job.

• Job RotationThe process of shifting a person from job to job.



Characteristics of Jobs (Hackman and Oldham):• Skill Variety

The extent to which the work requires several different activities for successful completion.

• Task IdentityThe extent to which the job includes a “whole”

identifiable unit of work that is carried out from start to finish and that results in a visible outcome.

• Task SignificanceThe impact the job has on other people.



• AutonomyThe extent of individual freedom and discretion in the

work and its scheduling.

• FeedbackAmount of information employees receive about how

well or how poorly they have performed.


Job Characteristics Model Fig. 4-3Job Characteristics Model Fig. 4-3



• Consequences of Job DesignMore likely to be viewed as positive by employees

Helps to distinguish “good” and “bad” jobs

Positively influences worker performance, job satisfaction, and physical and mental health

• Using Teams in Jobs: Design jobs for teams where appropriate

Types of Teams: Special-Purpose Team Self-directed Work Team Virtual Team


Factors Affecting Virtual Team Success Fig. 4-4Factors Affecting Virtual Team Success Fig. 4-4


Job Design, Work Schedules, and TeleworkJob Design, Work Schedules, and TeleworkJob Design, Work Schedules, and TeleworkJob Design, Work Schedules, and Telework

• A job consists of: tasks an employee does relationships required on the job tools the employee works with many other elements

• Two most important job issues today: when and how work is scheduled where an employee is located when working


Work SchedulesWork SchedulesWork SchedulesWork Schedules

• Global Work Schedule DifferencesThe number of work hours in a week varies from

country to country.

• Work Schedule AlternativesLonger daily hours (e.g., 4-day, 40 hours)

• Shift WorkShift differentials for evening or night shift work

(e.g. 5% premium for evening shift, 6% for night shift)

• Compressed Work WeekA work schedule in which a full week’s work is

accomplished in fewer than five 8-hour days.


Work SchedulesWork SchedulesWork SchedulesWork Schedules

• FlextimeA work scheduling arrangement in which employees

work a set number of hours per day but vary their starting and ending times (e.g. employees work longer Mon.–Thurs., leave early Friday).

• Job SharingA scheduling arrangement in which two employees

perform the work of one full-time job.


TeleworkTeleworkTeleworkTelework

• New information and communication technology mean employees can work anywhere and anytime.A growing number of employers are allowing

employees to work from a wide variety of locations (e.g. from home, or from home and office while sharing space with other “office nomads.”)

• TelecommutingThe process of going to work via electronic computing

and telecommunications equipment.


Telework Concerns of Management and Employees Fig. 4-5

Telework Concerns of Management and Employees Fig. 4-5


The Nature of Job AnalysisThe Nature of Job AnalysisThe Nature of Job AnalysisThe Nature of Job Analysis

• Job AnalysisA systematic way of gathering and analyzing information about

the content, context, and the human requirements of jobs. Analysis may focus on tasks performed or competencies needed for job performance. Information of interest includes:Work activities and behaviours

Interactions with others

Performance standards

Financial and budgeting impact

Machines and equipment used

Working conditions

Supervision given and received

Knowledge, skills, and abilities needed


Job Analysis in Perspective

Fig. 4-6

Job Analysis in Perspective

Fig. 4-6



• Task-Based Job AnalysisTask

A distinct, identifiable work activity composed of motions

Duty A larger work segment composed of several tasks that

are performed by an individual

Responsibilities Obligations to perform certain tasks and duties



• Competency-Based Job Analysis• Competencies

Individual capabilities that can be linked to enhanced performance by individuals or teams. Includes both technical and behavioural competencies.

• Reasons for using a competency approach:To communicate valued behaviours within the

organization.To raise competency levels throughout the

organization.To emphasize people’s capabilities for enhancing the

competitive advantage of the organization.



• Job Analysis vs. CompetenciesTraditional task based-analysis is a defensible basis

for such activities as compensation, selection and training that may be the subject of legal action by employees if they feel they have been wronged in some way.

Currently there is little legal precedent regarding competency analysis, which leaves it open to legal challenge as not being documented as well as the traditional approach.

For this reason, task based job analysis is more widely used.


Typical Division of HR Responsibilities in Job Analysis Fig. 4-7

Typical Division of HR Responsibilities in Job Analysis Fig. 4-7


Stages in the Stages in the Job Analysis Job Analysis

Process Process Fig. 4-8Fig. 4-8

Stages in the Stages in the Job Analysis Job Analysis

Process Process Fig. 4-8Fig. 4-8


Job Analysis MethodsJob Analysis MethodsJob Analysis MethodsJob Analysis Methods

Job AnalysisJob AnalysisMethodsMethods

Job AnalysisJob AnalysisMethodsMethods

QuestionnairesQuestionnairesQuestionnairesQuestionnairesObservationObservation

Work SamplingWork SamplingDiary/LogDiary/Log

ObservationObservation

Work SamplingWork SamplingDiary/LogDiary/Log

InterviewingInterviewingInterviewingInterviewing

SpecializedSpecializedJob AnalysisJob Analysis

MethodsMethods

PAQPAQMPDQMPDQ

SpecializedSpecializedJob AnalysisJob Analysis

MethodsMethods

PAQPAQMPDQMPDQ

ComputerizedComputerizedJob AnalysisJob Analysis

ComputerizedComputerizedJob AnalysisJob Analysis


Typical Areas Covered in a Job Analysis Questionnaire Fig. 4-9

Typical Areas Covered in a Job Analysis Questionnaire Fig. 4-9



• Functional Job Analysis (FJA) Distinguishes between what gets done on a job and

what workers do to get the job done. Examining data, people and things determines what

gets done. Involves at least seven steps.

• Managerial Job Analysis Managerial jobs do not have a clearly observable

routine. Requires specialized questionnaires to examine

managerial dimensions such as decision making and supervision.



• Computerized Job Analysis Facilitates greater specificity when gathering and

compiling information into a job analysis database.• National Occupational Classification (NOC)

Federal government database containing classification structure and descriptions of:

520 occupational unit groups 30,000+ occupational titles

Features An intuitive search engine and an online training tutorial. NOC Matrix which shows both major and minor occupational

groups and relationships between skill types and skill levels.


Behavioural Influences of Job AnalysisBehavioural Influences of Job AnalysisBehavioural Influences of Job AnalysisBehavioural Influences of Job Analysis

Current Incumbent EmphasisCurrent Incumbent EmphasisCurrent Incumbent EmphasisCurrent Incumbent Emphasis

““Inflation” of Jobs and TitlesInflation” of Jobs and Titles““Inflation” of Jobs and TitlesInflation” of Jobs and Titles

Managerial Anxieties (Straitjacket)Managerial Anxieties (Straitjacket) Managerial Anxieties (Straitjacket)Managerial Anxieties (Straitjacket)

Employee Fears and AnxietiesEmployee Fears and AnxietiesEmployee Fears and AnxietiesEmployee Fears and Anxieties

BehaviouralBehaviouralInfluences Influences

of Jobof JobAnalysisAnalysis

BehaviouralBehaviouralInfluences Influences

of Jobof JobAnalysisAnalysis


Determining Essential and Marginal Job Functions Fig. 4-12

Determining Essential and Marginal Job Functions Fig. 4-12


Job Descriptions and Job SpecificationsJob Descriptions and Job SpecificationsJob Descriptions and Job SpecificationsJob Descriptions and Job Specifications

• Job DescriptionIdentifies the tasks, duties, and responsibilities of a job.

• Performance StandardsIndicates what the job accomplishes and how

performance is measured in key areas of the job description.

• Job SpecificationLists the knowledge, skills, and abilities (KSAs) an

individual needs to perform a job satisfactorily.


Sample Job Duty Statements and Performance Standards Fig. 4-13

Sample Job Duty Statements and Performance Standards Fig. 4-13


Job Description ComponentsJob Description ComponentsJob Description ComponentsJob Description Components

• IdentificationJob titleReporting relationshipsDepartmentLocationDate of analysis

• General SummaryDescribes the job’s

distinguishing responsibilities and components

• Essential Functions and DutiesLists major tasks, duties and

responsibilities

• Job SpecificationsKnowledge, skills, and

abilitiesEducation and experiencePhysical requirements

• DisclaimerOf implied contract

• Signature of approvals

Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–14–1 Part 2: Staffing The...

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