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HUMAN RESOURCE MANAGEMENT
Job Analysis and Design
Resume and Cases
RHEINHARD STEFANUS RAWUNG
041112109
HUMAN RESOURCE MANAGEMENT
ENGLISH CLASS
FACULTY OF ECONOMIC AND BUSINESS
AIRLANGGA UNIVERSITY
2015
Job Analysis and Job Design
Job Analysis Job DesignProcess of determining and reporting pertinent information relating to the nature of a specific job.
Process of structuring work and designating the specific work activities of an individual or group of individuals to achieve certain organizational objectives.
Basic Terminology
Micromotion
Simplest unit of work; involves very elementary movement, such as reach-ing, grasping, positioning, or releasing an object.
Element
An aggregation of two or more micromotions; usually thought of as a complete entity, such as picking up or transporting an object.
Task
Consists of one or more elements; one of the distinct activities that constitute logical and necessary steps in the performance of work by an employee. A task is performed whenever human effort, physical or mental, is exerted for a specificpurpose.
Duties One or more tasks performed in carrying out a job responsibility.
Responsibilities Obligations to perform certain tasks and assume certain duties.
PositionCollection of tasks an responsibilities constituting the total work assignment of a single employee.
Job
Group of positions that are identical with respect to their major or significant tasks and responsibilities and sufficiently alike to justify their being covered by a single analysis. One or many persons may be employed in the same job.
Occupation A grouping of similar jobs or job classes.
Job AnalysisJob analysis is the cornerstone of all human resource functions. Specifically, data
obtained from job analysis form the basis for a variety of human resource
activities. These activities include:
a. Job Definition
A job analysis results in a description of the duties and responsibilities of
the job. Such a description is useful to the current jobholders and their
supervisors as well as to prospective employees.
b. Job Redesign
A job analysis often indicates when a job needs to be redesigned.
c. Recruitment
Process of seeking and attracting a pool of people from which qualified
candidates for job vacancies can be chosen.
d. Selection and Placement
Process of choosing from those available the individuals who are most
likely to perform successfully in a job.
e. Orientation
Introduction of new employees to the organization, work unit, and job.
f. Training
Learning process thatinvolves the acquisition of skills, concepts, rules, or
attitudes to increase employee performance.
g. Career Counseling
Managers and human resource specialists are in a much better position
to counsel employees about their careers when they have a complete
understanding of the different jobs in the organization.
h. Employee Safety
A thorough job analysis often uncovers unsafe practices and/or
environmental conditions associated with a job. Focusing precisely on
how a job is done usually uncovers any unsafe procedures.
i. Performance Appraisal
To evaluate an individual employee’s performance on a job. A
prerequisite is a thorough understanding of exactly what the employee is
supposed to do. Then and only then can a fair evaluation be made of how
an individual is performing.
j. Compensation
A proper job analysis helps to ensure that employees receive fair
compensation for their jobs. Once the worth of a job has been
established relative to other jobs, the employer can determine an
equitable wage or salary schedule.
Table 1 Information Provided by a Job Analysis
Product of Job AnalysisJob Description : Written synopsis of the nature and requirements of a job.
Job Specification : Description of the competency, educational, and
experience
qualifications the incumbent must possess to perform the
job.
Table 2 Contents of a Job Description
Job Analysis Methodsa. Observation
A method of analyzing jobs that is relatively simple and straightforward. It
can be used independently or in conjunction with other methods of job
analysis. This information includes such things as what was done, how it
was done, how long it took, what the job environment was like, and what
equipment was used.
b. Motion and Time Study
a. Motion Study
Job analysis method that involves determining the motions and
movements necessary for performing a task or job and then
designing the most efficient methods for putting those motions
and movements together.
b. Time Study
Job analysis method that determines the elements of work
required to perform the job, the order in which those elements
occur, and the times required to perform them effectively.
c. Work Sampling
A type of observation method based on taking statistical samples
of job actions throughout the workday, as opposed to continuous
observation of all actions. By taking an adequate number of
samples, inferences can be drawn about the requirements and
demands of the job.
c. InterviewsRequires that the person conducting the job analysis meet with and
interview the jobholder. Usually the interview is held at the job site.
Interviews can be either structured or unstructured.
d. QuestionnairesJob analysis questionnaires are typically three to five pages long and
contain both objective and open-ended questions.
a. Position Analysis Question (PAQ)
b. Management Position Description Questionnaire (MPDQ)
Table 3 Employee Activity Categories Used in the PAQ
c. Functional Job Analysis (FJA)
d. Dictionary of Occupational Tiles (DOT)
e. O*NET Dictionary of Occupational Tiles
The O*NET is a new computerized database of information on
occupations. Developed by the U.S. Department of Labor, O*NET
stands for “The Occupational Information Network. The O*NET,
first released in early 1998, will eventually replace the DOT, which
was last revised in 1991. Many of the occupations listed in the
DOT were similar, highly specialized, or employed few people. The
O*NET is much smaller and hopefully more useful. O*NET is not a
book but rather a database with many details about each
occupation. In addition to a narrative description, each O*NET
occupation includes material on data element descriptions. Access
to the electronic form of the O*NET data is now available.
The ADA and Job AnalysisThe ADA also requires the identification of the essential functions of each job and
a reasonable accommodation to the disabilities of qualified individuals. The job
analysis process is the basic method used to identify essential job functions. An
essential job function is one that is fundamental to successful performance of
the job; in contrast, marginal job functions may be performed at certain times
but are incidental to the main purpose of the job. A particular job function is
considered marginal if its performance is a matter of convenience and not a
necessity.
Potential Problems with Job AnalysisIn analyzing jobs, certain problems can occur. Some of these problems result
from natural human behavior; others stem from the nature of the job analysis
process. Some of the most frequently encountered problems associated with job
analyses are the following:
a. Top management support is missing.b. Only a single means and source are used for gathering data.c. The supervisor and the jobholder do not participate in the design of the
job analysis procedure.d. No training or motivation exists for jobholder.e. Employees are not allowed sufficient time to complete the analysis.f. Activities may be distorted.g. There is a failure to critique the job.
Job DesignThe job design process can generally be divided into three phases:
1. The specification of individual tasks: What different tasks must be
performed?
2. The specification of the method of performing each task: Specifically, how
will each task be performed?
3. The combination of individual tasks into specific jobs to be assigned to
individuals: How will the different tasks be grouped to form jobs?
Phases 1 and 3 determine the content of the job, while phase 2 indicates
precisely how the job is to be performed. The overall goal of job design is to
develop work assignments that meet the requirements of the organization and
the technology, and that satisfy the personal and individual requirements of the
jobholder. The key to successful job design is to balance the requirements of the
organization and the jobholder.
Job Scope and Job DepthJob scope and job depth are two important dimensions of job design. Job scope
refers to the number and variety of different tasks performed by the jobholder.
Job depth refers to the freedom of jobholders to plan and organize their own
work, work at their own pace, and move around and communicate as desired.
Sociotechnical Approach to Job DesignThe following guidelines use the sociotechnical approach to designing jobs:
1. A job needs to be reasonably demanding for the individual in terms other
than sheer endurance, yet provide some variety (not necessarily novelty).
2. Employees need to be able to learn on the job and to continue learning.
Table 4 Advantages of Job Specialization
3. Employees need some minimum area of decision making that they can
call their own.
4. Employees need some minimal degree of social support and recognition
in the workplace.
5. Employees need to be able to relate what they do and what they produce
to their social lives.
6. Employees need to believe that the job leads to some sort of desirable
future.
The Physical Work EnvironmentIncludes factors such as temperature, humidity, ventilation, noise, light, and
color, can have an impact on the design of jobs. In general, the work
environment should allow for normal lighting, temperature, ventilation, and
humidity. Baffles, acoustical wall materials, and sound absorbers should be used
where necessary to reduce unpleasant noises. If employees must be exposed to
less-than-ideal conditions, it is wise to limit these exposures to short periods of
time to minimize the probability that the worker will suffer any permanent
physical or psychological damage.
Alternative Work SchedulesAnother factor that affects job design is the work schedule. In the last several
years, organizations have increasingly departed from traditional work schedules
in an attempt to increase productivity or decrease cost. While changes in the
work schedule do not generally alter work to be done, they can affect how the
work is allocated.
The most common alternative work schedules are :
a. Flextime
Allows employees to choose, within certain limits, when they start and
end their workday. Flextime has the advantage of allowing different
employees to accommodate different lifestyles and schedules. Other
potential advantages include avoiding rush hours and having less
absenteeism and tardiness. Organizations with flextime schedules may
also see an increase in productivity. On the downside, flextime can create
communication and coordination problems for supervisors and
managers.
b. Telecommuting
The practice of working at home or while traveling and being able to
interact with the office. Today’s information technology (PCs, the
Internet, cellular phones, etc.) has made telecommuting a reality for
many companies. Advantages of telecommuting include less travel time,
avoiding rush hour, avoiding distractions at the office, and being able to
work flexible hours. Potential disadvantages of telecommuting are
insurance concerns relating to the health and safety of employees
working at home. Another drawback is that some state and local laws
restrict just what work can be done at home.
c. Job Sharing
New concept whereby two or more part-time individuals perform a job
that would normally be held by one full-time person. Job sharing can be
in the form of equally shared responsibilities or split duties, or a
combination of both. Job sharing is especially attractive to people who
want to work, but not full-time. A critical factor relating to job sharing is
how benefits are handled. Often benefits are prorated between the part-
time employees.
d. Condensed Workweek
The number of hours worked per day is increased and the number of days
in the workweek is decreased. Typically, this is done by having employees
work 10 hours per day for four days per week (known as 4/40).
Advantages of the condensed workweek are lower absenteeism and
tardiness, less start-up time, and more time available for employees to
take care of personal business. One potential disadvantage is the fatigue
that often accompanies longer hours.
Incident 5-1The Tax Assessor’s OfficeQuestions
1. What actions would you recommend to the director?
Since the problems had arisen from misunderstandings concerning
responsibility for particular duties, so I would recommend to updating the
job description for every employees in that Tax Assessor’s Office by doing
the job analysis. These are the examples of potential problems which
arise in job analyzing. In this case, the problems should be easy to handle,
because this is a small organization consist of only eight people.
“The nature of most positions has changed considerably since then
because of the implementation of the computer system. No attempt has
been made to put these changes in writing. The director formerly held
staff meetings to discuss problems that arose within the office; however,
no meetings have been held in several months.” This statement was
showing us that:
a. The top management support was missing,
no meetings have been held in several months;
b. There is no supervising activity and no training or motivation exists
which means no continuous improvement,
No attempt has been made to put these changes(The nature of most
positions has changed considerably since then because of the
implementation of the computer system) in writing.;
c. And distorted activities.
A strong undercurrent of discontent because the clerk-typists feel the
file clerks have too much free time to spend running personal errands
and socializing. On the other hand, the secretaries and clerk-typists
frequently have to work overtime doing work they believe could
easily be picked up by the file clerks. The file clerks claim they should
not have to take on any additional duties, since their paychecks would
not reflect the extra responsibilities.
After we knew what the problems, we can clear the problems by doing the
job analyzing. How? Use the four methods of job analysis: observation,
interviews, questionnaires, and functional job analysis. For this small kind
organization, I think the four methods can be applied well and I hope these
solutions could resolve the problems quickly.
2. Why do you think job descriptions are not updated in many organizations?
Did you know….
Most (97%) organizations have some job descriptions
Many (40%) organizations’ job descriptions are out of date
Only 8% update job descriptions on a set schedule
Almost 80% update job descriptions only when a job has changed
significantly or when a job is “officially” evaluated1
1 WorldatWork - See more at: http://www.singergrp.com/blog/2014/01/28/job-descriptions-how-to-make-them-work-for-you/#sthash.WoIhb7Hs.dpuf
Many organizations these days seem to overlook the importance of
updating and writing new job descriptions. In most cases, companies tend
to make job descriptions but totally forget to update them. They often
ignore the importance of updating job descriptions, believing that it is
sufficient to leave the job descriptions as they were initially made. Little
do they realize that the updating and writing of new job descriptions is
very important and keeping job descriptions relevant is very crucial for
the competitiveness and well-being of the entire organization.2
These are the empirical studies that prove job descriptions are not
updated in many organizations because Many organizations treat a whole
host of documentation as being cast in stone. Following their original
creation, business and marketing plans, policies, procedures, employee
handbooks and countless other important documents are simply left to
gather dust on shelves and in drawers without any thought of them being
updated.3
Incident 5-2Turnover ProblemsQuestions
1. What do you suggest Ms. Shivers do to further promote the idea of
upgrading the data entry clerk and supervisory positions?
Renewal the job design (defined as process of structuring work and
designating the specific work activities of an individual or group of
individuals to achieve certain organizational objectives.) that can
generally be divided into three phases:
2 A Review of the Need for Writing & Updating Job Descriptions for 21st Century Organizations, Sahal.Ali, Indra.Devi., 20093 http://www.hrninjablog.com/?p=2643
4. The specification of individual tasks: What different tasks must be
performed?
5. The specification of the method of performing each task: Specifically,
how will each task be performed?
6. The combination of individual tasks into specific jobs to be assigned to
individuals: How will the different tasks be grouped to form jobs?
Phases 1 and 3 determine the content of the job, while phase 2 indicates
precisely how the job is to be performed.
2. What can Ms. Shivers do from a job design standpoint to help with the
turnover problem?
Develop work assignments that meet the requirements of the
organization and the technology, and that satisfy the personal and
individual requirements of the jobholder. And to balance the
requirements of the organization and the jobholder.
There is no much thing Ms. Shivers can do, because John Clayton has
never shown interest in Ms. Shiver’s idea. So, I think she must do a proper
and best job design with a holistic approach and proved the reaction
(which led to decreasing turnover rate and inclining performance) and
convinced to her boss.