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Transcript of Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-1 Human Resource Management...
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-1
Human Resource Management
Chapter Four
Job Design and
Job Analysis
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-2
Job Design
Determining job tasks and responsibilities employees are expected to perform
Key issues to consider:Which tasks should be emphasizedHow simple or complex are these tasksHow many tasks can employees performHow much flexibility is given to employees
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-3
Why Perform Job Design
Each job is unique and adds value in different ways
How employees will perform their jobs will affect employees’ contributions
Design approach is oriented toward achieving employee efficiency or employee motivation
Example: Cook in an MacDonalds and chef in a five star restaurant
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-4
Efficiency Approach
Scientific management pioneered by Frederick Taylor in 1911 sought to maximize efficiency
Emphasized standardization of production processes
Time and motion studies were conducted Job specialization focused on breaking jobs
down into core elements Repetition increased skill and speed
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-5
Efficiency Approach (cont’d)
Job simplification removed decision-making authority from employees and placed it with a supervisor
Training requirements were reduced Lack of complexity and variety in jobs led to
boredom, fatigue, and diminished satisfaction
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-6
Motivational Approach
Maximizes employee’s drive to work as hard as possible
Focuses on making jobs more interesting, challenging and complex
Job characteristics model— identified 5 job dimensions and 3 psychological states that affect motivation and satisfaction
Growth need strength— extent to which individuals need to learn and be challenged
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-8
Improving Motivation and Satisfaction
Changing job tasks— modifying job to make it less boring and more satisfying:
Job enlargement—Assigning additional same level activities- horizontal expansion; increasing volume or variety
Job rotation— moving workers from one job to another in a systematic manner (also a training tool)
Job enrichment—Redesigning the jobs to increase responsibility, growth- vertical expansion
Empowerment— employees have input and authority over how they work and participate in decisions
Teams- Groups who work collaboratively toward a common goal
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-9
Strategy and Job Design
Strategy drives how managers structure jobs to be performed
May be based on teamwork in companies focused on creativity and innovation
May be structured to maximize efficiencies in companies that compete on costs
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Company Characteristics and Job DesignSmaller companies: Have a more fluid, open-ended approach to job
design Need employees to perform multiple tasks and
wider array of tasks
Larger companies: Have more bureaucracy and specialization Need more rules and regulations on how work is
done
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-11
Job AnalysisDefinition of Job Analysis: systematically identifying (or
studying)tasks, duties and responsibilities expected to be performed in a job as well as competencies to be successful.
Produces information for:
1. Job descriptions— written summaries of the specific tasks duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities
2. Job specifications— competencies (education, skills, personality, and so on) required by a jobholder to be able to perform the job successfully
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-12
Types of Information Collected
Work activities
Human behaviors
Human requirements
Job context
Machines, tools, equipment, and
work aids
Performance standards
Information Collected Via Job Analysis
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-13
Types of Information Collected by Job Analysis Actual work activities of the job— how, why, and when the
worker performs each activity. Human behaviors the job requires: communicating, deciding,
and writing, lifting weights or walking long distances. Machines, tools, equipment, and work aids used on the job:
tools used, materials processed, knowledge dealt with or applied, and services rendered.
Standards of expected employee job performance: quantity and\or quality output levels that can be used to appraise employees.
The organizational and social context in which the job exists: physical working conditions, work schedules, and incentives
The job’s human requirements: job-related knowledge or skills (education, training, work experience) and required personal attributes (aptitudes, physical characteristics, personality, interests).
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-14
FIGURE 4–1 Uses of Job Analysis Information
Job analysis
Job descriptionand specification
Recruiting and selection
decisions
Performance appraisal
Job evaluation—wage and salary
decisions (compensation)
Training requirements
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Steps in Job Analysis
1
2
3
4
5
Steps in doing a job analysis:
Review relevant background information. (Organization chart, process chart)
Decide how you’ll use the information. (Job description or job evaluation)
Select representative positions.
Actually analyze the job. Collect data on job activities, employee behavior, working conditions etc.
Verify the job analysis information with both the worker and the supervisor.
6Develop a job description (activities, responsibilities)
and job specification (personal qualities, traits, skills and background).
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-16
Collecting Job Analysis Collecting Job Analysis InformationInformation
InterviewsQuestionnaire
sObservations
Methods for Collecting Job Analysis Information
Diaries/Logs
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Methods of Collecting Job Analysis Information: The Interview
Information Sources Individual employees
Groups of employees
Supervisors with knowledge of the job
Advantages Quick, direct way to find
overlooked information
Disadvantages Distorted information
Interview Formats Structured (Checklist)
Unstructured
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Methods of Collecting Job Analysis Information: Questionnaires
Information Source Have employees fill out
questionnaires to describe their job-related duties and responsibilities
Questionnaire Formats Structured checklists Open-ended questions
Advantages Quick and efficient way
to gather information from large numbers of employees
Disadvantages Expense and time
consumed in preparing and testing the questionnaire
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-19
Job Analysis Questionnaire for Developing Job Descriptions
Note: Use a questionnaire like this to interview job incumbents, or have them fill it out.
Source: www.hr.blr.com. Reprinted with permission of the publisher, Business and Legal Reports, Inc., Old Saybrook, CT © 2004.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-20
Job Analysis Questionnaire for Developing Job Descriptions (cont’d)
Note: Use a questionnaire like this to interview job incumbents, or have them fill it out.
Source: www.hr.blr.com. Reprinted with permission of the publisher, Business and Legal Reports, Inc., Old Saybrook, CT © 2004.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-21
Methods of Collecting Job Analysis Information: Observation
Information Source Observing and noting the
physical activities of employees as they go about their jobs
Advantages Provides first-hand information Reduces distortion of
information
Disadvantages Time consuming Difficulty in capturing entire job
cycle Of little use if job involves a
high level of mental activity
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-22
Methods of Collecting Job Analysis Information: Participant Diary/Logs
Information Source Workers keep a
chronological diary/ log of what they do and the time spent on each activity
Advantages Produces a more
complete picture of the job
Employee participation
Disadvantages Distortion of information
Depends upon employees to accurately recall their activities
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Job Analysis
Facts not judgements The job as it is now (not historic roles or
future aspirations) Analysis not only making lists (separating the
job into smaller elements and examine them) About jobs not job holders
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Job Descriptions
A written summary of specific tasks, responsibilities and working conditions of a job
Includes the following: Job title Job identification specifying important aspects of job Essential duties and responsibilities Job specifications—the competencies that are
required (knowledge, skills, abilities)
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Writing Job DescriptionsJob
Identification
JobSummary
Responsibilities and Duties
Authority of the Incumbent
Standards of Performance
Working Conditions
JobSpecifications
Sections of a Typical Job Description
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The Job Description Job Identification
Job title Preparation date Preparer
Job Summary General nature of the job Major functions/activities
Relationships Reports to: Supervises: Works with: Outside the company:
Responsibilities and Duties Major responsibilities and
duties (essential functions) Decision-making authority Direct supervision Budgetary limitations
Standards of Performance and Working Conditions Required knowledge and
experience)
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Sample Job Description, Pearson Education
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Sample Job Description, Pearson Education (cont’d)
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-29
Writing a Job DescriptionPurpose of the job One specific sentence Why the job exists? What part of the organisation’s purpose is
accomplished by this job? What is this job’s unique contribution to the
organization? Why do we need this job at all? Ex. Secretary: contribute to the efficient administration
of the department through provision of effective secretarial support.
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Writing a Job DescriptionPrincipal Accountabilities They are the key results (outputs) required from the job Focus on results not on activities (what not how) They relate realistically to the job, not to the organisation
as whole Format:
Action verb: formulate and propose On what (objects): ...merchandise plans for the ladieswear market End result: ....to meet company objectives Consequence or standard: ....within pre-determined volume and
profit targets
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Principal Accountabilities example
Develop and implement
Training plans and programs
Which will ensure that managers and employees are equipped with the necessary skills and experience to achieve high levels of performance
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-32
Preliminary JobDescriptionQuestionnaire
Source: Reprinted from www.hr.blr.com with the permission of the publisher, Business and Legal Reports, Inc., Old Saybrook, CT © 2004.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-33
Writing Job Specifications
“What traits and experience are required to do this job well?”
Specifications for Trained Personnel (relevant training, length of previous service, previous job performance)
Untrained Personnel (physical traits, interests, sensory skill etc.)
Specifications Based on Judgment educated guesses of supervisors and HR (choose from competency lists or establish functional competencies)
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-34
Competency-Based Job Analysis Competencies
Demonstrable characteristics (knowledge, skills and behaviors/attitudes) of a person that enable performance of a job. They have to be observable and measurable. Describes how a job is done
Reasons for Competency-Based Job Analysis To support a high-performance work system. To create strategically-focused job descriptions. To support the performance management process in fostering,
measuring, and rewarding: General competencies Leadership competencies Technical (functional)competencies
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-35
Competency-Based Job Analysis (cont’d)
How to Write Job Competencies-Based Job Descriptions
Interview job incumbents and their supervisors
Ask open-ended questions about job responsibilities and activities.
Identify critical incidents that pinpoint success on the job.
Use off-the-shelf competencies databanks
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-36
Homework # 1: Writing Job Description and Job Specification
Interview a real (not imaginary) job holder and write his/her job description and job specifications by using the outline provided on the next slide.
In order to write a good and comprehensive job description you might want to use the:
1. “Job Analysis Questionnaire for Developing Job Descriptions” and/or
2. “Preliminary Job Description Questionnaire” (both are included in the slides of this chapter)
to collect data beforehand. Make sure you hand in your homework next week.Have fun!!
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-37
Job Description and Specification(sample)
Job Title: Job Code: Salary Grade:Job Family:Department:Reports to:Location:Date:ORGANIZATION CHARTJOB PURPOSE (one specific statement explaining why the job exists)SCOPE AND IMPACT
Financial responsibilities (budget, revenue)Supervisory (people) responsibilities (direct, indirect)Other magnitudes (no. of products or customers)
REQUIRED KNOWLEDGE AND EXPERIENCERelated work experienceFormal educationSkillsOther
PRIMARY RESPONSIBILITIES (ACCOUNTABILITIES) (List in order of importance and list amount of time spent on each task, focus on results:verbs, objects, results)
........%
........%
........%Decision making responsibilitiesRELATIONSHIPS (INTERNAL AND EXTERNAL)COMPETENCIES (5)Submitted by and date:Approval by and date:HR: