HR Week4(Taylorism & Job Analysis)
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Transcript of HR Week4(Taylorism & Job Analysis)
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A Case of Job-based HRM
A federal court has determined that in New London, Connecticut, the police were justified in denying employment to an applicant who was too smart to be a policeman. Yep, he was too smart for the New London police force. The Atlanta Mobile Register writes "Police throughout the country should be en-raged, because the policy at issue in this case feeds the unfortunate stereo-type of the "dumb cop." For that matter, the citizens of New London, Conn., should be enraged, too, because it is their police department that is ensuring that the officers who serve the public are of only average intelligence. The policy is “insane.“ The case began when Robert Jordan, a 49-year-old college graduate, applied for the New London police force. When he took the en-trance exam, he scored 33 points - which indicates an IQ of about 125. But the department only considers candidates who score between 20 and 27, with 20 representing an IQ of about 100, which is supposed to be average. "The department's theory is that those who score too high could get bored with police work and leave soon after receiving costly training. "Mr. Jordan sued, saying that he was the victim of illegal discrimination. Two federal courts have now refused to uphold his claim, though, saying that be-cause the same standards were applied to all applicants, no illegal discrimina-tion occurred. The courts also ruled that even though the policy might be un-wise - we would say flat-out stupid - it was at least arguably a rational way to reduce expensive job turnover." (Atlanta Mobile Register 09/11/00)"
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Taylor’s Scientific Manage-ment The principal object of management
- secure the maximum prosperity for both em-ployers and employees, but soldiering was prevalent.
Causes of Soldiering - The fallacy that efficiency improvement will lead to layoffs
- Systematic free-riding from imperfect man-agement (hourly wage system)
- Inefficient rule-of-thumb methods
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Taylor’s Scientific Management (Cont’d)
Task management Job-based hiring and training
Job & Performance-contingent payHierarchical division of the work and responsibility
• Concepts of tasks or jobs • Time and motion study (goal management)• Narrowly-defined / Individual (vis-à-vis team) job design
• Job-based pay • Individual / short-term incentive systems • Appropriate pay level
• Task management initiated by management• Leadership• Suggestion program• Long-term change effort
• Job-based selection• Develop specialist• Feedback and coaching from su-pervisors Princi-
ples of SM
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What is the Job?
JOB FAMILYA group of individual jobs with similar characteristics; e.g. marketing, engineering, office support, technical.
JOBA collection of tasks/duties that a person is required to perform at work.; e.g. customer support representative.
TASK /DUTY
A specific statement of what a per-son does; for example, answers the telephone.
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O*NET (Occupational Information Net-work)
Dictionary of Occupational Titles (DOT)– A systematic occupational classification struc-
ture based on interrelationships of job tasks and requirements.
– Contains standardized and comprehensive de-scriptions of twenty-thousand jobs.
O*NET Database– A online database of all DOT occupations plus
an update of over 3,500 additional DOT occu-pations.
– Data are collected and published continuously. http://online.onetcenter.org
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Evaluation of Taylorism
Contributions - cost-efficiency and productivity improvement, espe-
cially under stable environment (competitors, client needs, technology), mass-production, market-dominant players
Limitations 1. Inhumanization – overlook the value of intrinsic rewards and so-
cial relationships, work alienation2. Adversarial labor relations – conflict between labor and man-
agement regarding the appropriate level of goal and profit dis-tribution, “Drive System” focusing on productivity
3. Deskilling 4. Inflexibility – social, political, psychological, and economic costs
for change
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Three Elements of Work De-sign Breath of job
– The number and variety of tasks that will be grouped to-gether to form employee jobs
Autonomy– the extent to which individual workers are given the free-
dom and independence to plan and carry out work tasks.– potential benefits: information & learning, motivation &
ownership, flexibility to adapt quickly to change
Interdependence – the extent to which an individual’s work actions and out-
comes are influenced by other people.
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Job Analysis
Job are identified through a process known as Job Analysis.
Job analysis is a process of getting detailed information about jobs to determine the responsibilities of a job and the associated knowl-edge, skill, and ability requirements. collect information that identifies similarities and differences in
the work
Job Description– Statement of the tasks, duties, and responsibilities (TDRs) of a
job to be performed
Job Specification– Statement of the knowledge, skills, abilities, and other character-
istics (KSAOs) that an individual must have to perform the job
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Job Analysis Methods
Task Analysis Inventory– The job agents provide ratings concerning a large number of tasks.
Most analyses require responses for at least 100 different task statements. These task statements usually begin with an action verb that describes a
specific activity
Task X if Done
Time Spent1=small amount :5=large amount
Difficulty1=one of the easiest :5=one of the hardest
Importance1=not important :5=extremely im-portant
1. Answer customers questions about prod-ucts and services
2. Call patient about script not picked up af-ter 7 days
3. Make refunds
4. Recommend prod-ucts to customers
Example: Task inventory for “customer service duty of a Drug Clerk in a Pharmacy Pharmacy
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Job Analysis Methods (Cont’d) Critical-incidents technique
– Job agents are asked to generate a number of statements that describe behaviors they consider particularly helpful or harmful for accomplishing work.
– Each statement includes a description of the situation and the actions that deter-mined whether the outcome was desirable or undesirable.
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Job Analysis Methods (Cont’d) Position Analysis Questionnaires (PAQ)
– a structured questionnaire that assesses the work behaviors re-quired for a job. Such as: Information input—where and how a worker obtains needed information such
as education and or experience (e.g., use of written material) Mental processes—reasoning and decision-making activities (e.g., using math-
ematics) Work output—physical actions required for the job, as well as tools or devices
used (e.g., use of keyboard devices) Relationships with other persons—the interactions and social connections that
a worker forms with others (e.g., Instruction, supervision) Job context—the physical and social surroundings where work activities are
performed (e.g., low temperature) Other job characteristics—activities, conditions, or characteristics that are im-
portant but not contained in the other five dimensions (e.g., controlled work pace)
– collects information not about tasks or duties but rather about the characteristics people must have in order to do the job well.
– transcribed into smaller document called a Job Description by the job analysts.
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Competency Modeling
An alternative to traditional job design that focused on competencies (a broader set of characteristics and ca-pabilities) that workers need to effectively perform job duties
Competencies include both “can-do” (knowledge, skills, and abilities) and “will-do” (motivation, values, and in-terests) characteristics of people.
One area of difference between competency modeling and traditional job analysis is that com-petency modeling tends to link work analysis pro-cedures and outcomes to business goals and strategies
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Importance of Job Analysis
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Job Require-ments
Job Require-ments
Recruitment / Selection
Recruitment / Selection
Organizational Structure
Organizational Structure
Performance Appraisal
Performance Appraisal
Training and Development
Training and Development
Compensation Management
Compensation Management
Determine the qualifications necessary to perform a job
Determine the qualifications necessary to perform a job
Reduce role conflict & ambiguity and design work flows
Reduce role conflict & ambiguity and design work flows
Provide performance criteria for evaluating employees
Provide performance criteria for evaluating employees
Determine training needs and develop instructional programs
Determine training needs and develop instructional programs
Provide basis for determining employee’s rate of pay
Provide basis for determining employee’s rate of pay
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Job Analysis and Legal Is-sues When an organization makes hiring or promotion deci-
sions that have discriminatory effects, the organization can defend itself successfully by showing that it based its decisions on good, solid analyses of the jobs involved.
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Job Design
The process of job design focuses on determining what tasks will be grouped together to form employee jobs
Job
Design for Efficiency(Mechanistic Approach / Industrial
engineering) simplify work tasks as much as possible
Design for Mental Ca-pacity
(Perceptual approach)simplify mental demands
on workers and thereby de-crease errors
Design for Motivation (Motivational ap-
proach) provide workers with
meaningful and enjoyable tasks to build intrinsic mo-
tivationDesign for Safety and Health (Biological Ap-proach / Ergonomics)
designing work to prevent physical injury and discomfort
Job Characteristic Model (Hackman & Oldham, 1980)
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Employee growthneed strength
Personal and Work outcomes
High intrinsicwork motivation
High work performance
High job satisfaction
Low absenteeismand turnover
Critical Psychologicalstatus
Experiencedmeaningfulnessof the work
Experiencedresponsibilityfor work outcomes
Knowledge ofresults
Core job dimensions
Skill varietyTask identityTask significance
Autonomy
Feedback
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Job Design Tradeoffs
Motivation vs. efficiency– Often the same factors that enhance efficiency (e.g., repetition, stan-
dardization) reduce motivation.
Motivation vs. Overload– Important not to overload and stress employees. – Probably curvilinear: moderate levels of job enrichment/enlargement
enhances performance.
Balancing costs– Increased employee responsibility means higher wages.– Enlarged/enriched jobs will require more training and more selective
hiring systems.– Biological or perceptual job redesign will involve altering or replacing
equipment, technologies, etc… Need to balance gains in productivity vs. upfront costs.
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Closing Questions
Giving workers more autonomy is a sure way to improve their performance
The primary objective of good work de-sign is to cluster tasks into jobs that maximize the efficiency of workers
People who continuously perform repeti-tive tasks often find their work to be un-satisfying
T or F
T or F
T or F