rsd module 1

8/7/2019 rsd module 1

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RECRUITMENT, SELECTION,

TRAINING AND DEVELOPMENT

Code No.: ELHR403

Module I : Job Analysis

Job Analysis

Writing Job descriptions

Job SpecificationJob Analysis in a Jobless World


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Assessments

Assessments will be made on the following1. Project Report and viva

2. Assignments

3. Psychological Testing Report and Viva Including conduction, interpretation and

discussion of the test.

Any other


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Job Analysis

PURPOSE

how to analyze a job

write job descriptions.

Analyzing jobs involves determining in detailwhat the job entails and what kind ofpeople the firm should hire for the job.


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An organization can be viewed as a pattern of roles and a blueprint for their coordination. The analysis of workand roles represents such a blueprint, for individual jobs are the basic building blocks necessary to achievebroader organizational goals. The objective of job analysis is to define each job in terms of behaviorsnecessary to perform it.

Job analysis methods assumed that jobs were not changed by the individuals performing them or by time orsituational factors. Thus narrative descriptions of job activities were emphasized. More recent job analysistechniques recognize job dynamics and attempt to describe jobs in worker-oriented terms. The latterapproach not only provides a basis for establishing common behavioral requirements across jobs, but alsoaids in the identification of the personal qualities necessary for success in a given job.

Job analysis provides a deeper understanding of individual jobs and their behavioral requirements and, therefore,creates a firm basis on which to make employment decisions. It provides the primary basis for defining thecontent domain of the job. It provides and understanding of the organizations needs as they relate to theselection problem so that the researcher can formulate sound hypotheses about relationships amongpredictors and criteria.

A job analysis is a vital part of working efficiency, besides promoting smooth working relationships among theemployees. It can be regarded as the foundation upon which a system of efficiency is built.

Job analysis- It is the accurate study of the various components of the job. It is the procedure for determining the dutiesand skill requirements of a job and the kind of person who should be hired for it.

Job analysis produces information used for writing job descriptions and job specifications

Job Description a list of jobs duties, responsibilities, reporting relationships, working conditions and supervisoryresponsibilities. It is a product of a job analysis.

Job Specifications A list of Jobs human requirements, that is the requisite education, skills, personality.


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Terminology In Job Analysis

An element is the smallest unit into which work can be divided withoutanalyzing separate motions, movements and mental processes involved.

A task is a distinct work activity carried out for a distinct purpose. A duty includes a large segment of the work performed by an individual and

may include any number of tasks. Examples of job duties includeconducting interviews, counselling employees, and providing information tothe public.

A position consists of one or more duties performed by a given individual ina given firm at a given time, such as clerk typist- level three. There are as

many positions as there are workers. A job is a group of positions that are similar in their significant duties, such

as two or more mechanics. A job may only involve one position, dependingon the size of the organization.

A job family is a group of two or more jobs that either call for similar workcharacteristics or contain parallel work tasks as determined by jobsanalysis.

An occupation is a group of similar jobs found in different organizations atdifferent times. A vocation is similar to an occupation, used more by aworker.

A career covers a sequence of positions, jobs, or occupations that oneperson engages in during his or her working life.


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Information included in Job Analysis Work activities information about the jobs actual work activities,

this list includes the how, why and when the worker performs eachactivity

Human Behaviors- include information like sensing, communication,deciding, and writing. Including job demands such as lifting weightsor walking long distances.

Machines, tools, equipment and work aids- information regardingtools used, material processed, knowledge dealt with or applied and

services rendered such as counseling or repairing. Performance standards in terms of quantity or quality levels for

each job duty Job context information about physical working conditions, work

schedule, and the organizational and social context, eg., the numberof people with whom the employee would normally interact.

Information regarding incentives. Human requirements information regarding the jobs humanrequirements such as job-related knowledge or skills (education,training, work experience) and required personal attributes(aptitudes, physical characteristics, personality, interests).


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Sample Job AnalysisIt includes sections on Job ID, Job Requirements (what is done in the positions)

and Employee requirements (what skills are needed by the person whoholds the position).

The example below is for a sales person who is selling financial serviceproducts. About 75% of his/her time is spent in the office and the other 25%is out on the road making presentations to customers. The job requires aCertified Financial Planners designation and requires heavy duty leadgeneration.Job Title: Financial Planning SalesClassification: Full Time Exempt Employee

Department/Division: Financial Product/ Western RegionalLocation: Orange County CaliforniaPay Grade: Level IV (Base + Commission)

Job RequirementsA. Summary of Position

Researches and identifies target client sectors for financial product services.

Develops and implements a sales process to include initial contact, followup, presentation and closing procedures. Maintains records of contacts andsales status including contact reports, sales projections and quota ratios.


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B. Job Duties1) Research and Create targeted new client lists within Orange County

California territory

2) Makes initial contact with potential clients3) Performs routine and regular follow up with potential clients4) Performs routine and regular follow up with former clients5) Visits potential clients and makes sales presentations6) Closes sales7) Maintains regular record reporting sales activityC. Computer Skills and Software Used1) Windows operating system2) MS Office including Word, Excel and PowerPoint3) Constant Contact or other Customer Relations Management

Software

D. Reporting Structure1) Reports to regional sales manager2) Has nobody directly reporting to this position3) Required to participate in Annual Sales Meeting


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Employee Requirements

A. Education and Training1) Bachelor Degree in business, finance or accounting or 5 Years

experience and High School Diploma. Bachelors Degree Preferred2) ABC Financial Planning - Level 3 or higher (Fictional)B. Skills and Aptitudes1) Fearless cold caller, 250+ Outbound calls per week2) Ability to close a sale3. Adapt to changing financial conditions and meet customer

expectationsC. Environment and Physical1) Work in high volume sales office2) Be able to sit for prolonged periods of time3) Be able to travel to client locations 25% of time

D. Licenses/Certifications1) CFP - Certified Financial Planner2) California Drivers License


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Success FactorsA. Grow Sales1) Increase market channel penetration by 30% in first Year

2) Develop 3 secondary channels in first 180 days3) Grow referral-based sales from 15% to 20% in first yearB. Develop Sales Department1) Recruit and train 2 junior sales associates with gross sales of $500K

by 3nd quarter2) Increase number of sales presentations by 20% within 12 months3) Implement Web-Meeting presentation System to Reduce travel costs

by 20% per year

Comments________________________________________________________________________________________________

____________________________________________________HR Representative___________________________________Department Manager__________________________________Date Completed______________________________________


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USES OF JOB ANALYSIS INFORMATION

The information produced by job analysis is used extensively in HRM. It is difficult toimagine how an organisation could effectively hire, train, appraises, compensate or

utilise its human resources without the kinds of information derived from job analysis

1. Job Descriptions job descriptions define what a job is by identifying its content,requirements and context. Because job descriptions provide a written summary ofthe duties and responsibilities of the job, they help managers and current andprospective employees understand what the job is and how it is to be performed.

2. Job Specification job specifications focus on the personal characteristics and

qualifications that an employee must possess to perform the job successfully.

3. Job Design job design identifies what work must be performed, how it will beperformed, where it is to be performed and who will perform it. Job analysisinformation is invaluable in determining which tasks should be grouped together toform a job and structuring jobs so that employee satisfaction and performance can beenhanced.

4. Organisational Structure and Design job analysis by clarifying job requirements andthe inter relationships among jobs means content and tasks duties andresponsibilities at all levels can be specified, thus promoting efficiency by minimisingoverlap or duplication. Job analysis information is invaluable in determining whichtasks should be grouped together to form a job and structuring jobs so that employeesatisfaction and performance can be enhanced.


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1. HR Planning HR or personnel planning involves getting the right number ofqualified people into the right job at the right time. Job analysis information isessential for this if the number and types of employees to be recruited or exited fromthe organisation are to be accurately determined.

2. Recruitment job analysis information helps the HR Manager attract better qualifiedcandidates by identifying who to recruit and how and where to recruit them byestablishing the job requirements that must meet. In addition, job analysis permitsthe HR Manager to provide realistic job previews by highlighting irrelevant and ordistorted job information.

3. Selection job analysis information identifies what the job is by defining what dutiesand responsibilities must be performed. This facilitates the development of jobrelated selection techniques, and increases proper matching of an applicant with ajob. Finally, job analysis information can be used to validate the selection techniquesthe likelihood of a.

4. Orientation Effective job orientation requires a clear understanding of the work tobe performed. A new employee cannot be properly taught how to do a job if jobduties and responsibilities are not clearly defined.

5. Performance Appraisal Job analysis information is essential to the establishment ofperformance standards. Through job analysis a thorough understanding of what theemployee is supposed to do is obtained. Without this, acceptable levels ofperformance cannot be determined or an accurate measure of actual performanceobtained.


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8. Training and Development Job analysis information is used to design and implement trainingand development programs. The job specification defines the knowledge, skills and abilitiesrequired for successful job performance. This allows the HR Manager to establish training anddevelopment objectives, design programs and determine whether or not a current or potential

employee requires training.

9. Career planning and Development HR Managers are better placed to offer career guidancewhen they have a good understanding of the types of jobs existing in an organisation. Similarly,by identifying jobs and job requirements, employees become aware of their career options andwhat constitutes a realistic career objective for them in the organisation.

10. Compensation and Benefits the job description is the foundation of job evaluation. Itsummarises the nature and requirements of the job and permits its evaluation relative to other

jobs. Once the relative worth of a job has been determined an equitable level of compensationand benefits can be assigned.11. Health & Safety job analysis information helps create a healthy and safe working

environment. Jobs with hazardous conditions methods or procedures can be identified andredesigned to eliminate or reduce exposure to health and safety hazards.

12. Industrial Relations Misunderstandings and disagreement among managers, employees andunions over job content is a major source of grievance and demarcation disputes. Job analysisinformation can help avoid such disputes by providing a clear description of tasks and

responsibilities and identifying the formal qualifications, skills, abilities, knowledge and experiencerequired to successfully perform the work.

13. Discovering unassigned duties job analysis can also help reveal unassigned duties.

14. Vocational rehabilitation - The field of vocational rehabilitation uses job analysis to determine thephysical requirements of a job to determine whether an individual who has suffered somediminished capacity is capable of performing the job with, or without, some accommodation.


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Lawshe and Satter (1944) proposed four major uses of job analysis. The derivation of training content Setting up of personnel specifications Improvement of job efficiency and Establishment of wage structures

Zerga (1943) concludes that there are 20 uses Job grading and classification Wage setting and standardization Provision of hiring specifications Clarification of job duties and responsibilities Transfers and promotions Adjustment of grievances Establishment of a common understanding between various levels of workers and management Defining and outlining promotional steps Investigating accidents Indicating faulty work procedures or duplication of effort Maintaining, operating and adjusting machinery Time and motion studies Defining limits of authority Indicating cases of individual merit Indicating causes of personal failure Studies of health and fatigue Scientific guidance Determining jobs suitable for occupational therapy


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STEPS IN JOB ANALYSISThere are six steps in Job Analysis Step number 1: Decide how you will use the data information, since this will determine the data

you collect and how you collect them.Some data collection techniques, like interviewing the employee and asking what the job entails are

useful for writing job descriptions and selecting employees for the job.

Step number 2: Review relevant background information such as organization charts, jobdescriptions and process charts. Organization chart shows the organization wide division of work,how the job in question relates to other jobs, and where the job fits in the whole organization. Thechart should show the title of each position and by means of interconnecting lines, who reports towhom and who communicates to whom. A process chart provides more detailed picture of thework flow. It shows the flow of inputs to and outputs from a particular job.

Finally, the existing job description usually provides a starting point for building the revised jobdescription.

Step number 3: Selecting representative positions: Because there may be too many similar jobsto analyze.

Step number 4: Actually analyze the job: By collecting data information on job activities, requiredemployee working conditions, human traits, abilities and employee behaviors.

Step number 5: Verify the job analysis information with the employee performing the job and withhis/her supervisor. This review can also help gain the employees acceptance of the job analysisdata and conclusions, by giving that person a chance to review and modify the description of thejob activities.

Step number 6: Develop job description and specification. Both of them are two tangible productsof job analysis. Job description is a written statement that describes the activities andresponsibilities of the job and also working conditions and safety hazards. Job specificationsunderline the personal qualities, skills, traits, background required for the job needed.

The above steps might include identifying the jobs broad functional or duty areas, such asadministrative and supervisory and identifying tasks within each duty area


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Methods for collecting job analysis informationThere are various ways (interviews, or questionnaires, for instance) to collect information on the

duties, responsibilities, and activities of a job. The basic rule is to use those that best fit thepurpose. Thus, an interview might be appropriate for creating a listing of job duties and job

description, whereas the more Quantitative Position Analysis Questionnaire may best be used forquantifying each jobs relative worth for compensation purposes.

Job analysis Guidelines

First, conducting the job analysis usually involves a joint effort by a human resourcesspecialist, the worker, and the workers supervisor. The human resources specialist (perhaps ahuman resources manager, job analyst, or consultant) might observe and analyze the job andthen develop a job description and specification. Often the supervisor and worker fill out

questionnaires listing the subordinates duties and activities. The supervisor and worker may thenreview and verify the job analysts conclusions regarding the jobs activities and duties. Second, job analysis almost always requires collecting job analysis information from several

people familiar with the job (called subject matter experts) such as job incumbents and theirsupervisors using questionnaires and interviews. For example the job incumbent or his or hersupervisor alone will not suffice.

Third, if there are several employees doing the same job (as you might find for instance with thejobs of programmer assembler or sales clerk), it is typical to collect job analysis information fromseveral of them from different departments, and then average up your results, to determine how

much time a typical employee on that job spends on each job duty. The caveat is that employeeswho have the same job title but work in different departments may experience very differentpressures. Therefore, simply adding up and averaging the amount of time that, say, recruiters inthe engineering office and assembly plant each need to devote to interviewing candidates couldend in misleading results. The point is that you must understand the jobs departmental context:The way someone with a particular job title sends his or her time is not necessarily the same fromdepartment to department.

Fourth, make sure the questions and surveys are clear and understandable to the respondents. Fifth, if possible, observe and question respondents early enough in the job analysis process to

catch any problems while theres still time to correct the job analysis procedure (such as the

questions) youre using.


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Interviews, questionnaires, observations, and diary/logs are the most popularmethods for gathering job analysis data. They all provide realisticinformation about what job incumbents actually do. Managers use them fordeveloping job descriptions and job specifications.

1. The Interview

Interviews are popular methods for obtaining job related information. They mayrange from completely unstructured interviews (Tell me about your job) tohighly structured ones in which job analysts follow detailed questionnaire inasked their questions.

Managers may conduct individual interviews with each employee, groupinterviews with groups of employee who the same job, and / or supervisorinterviews with one or more supervisors who know the job. They use groupinterviews when a large number of employees are performing similar oridentical work, since it can be quick and inexpensive way to gatherinformation. As a rule, the workers immediate supervisor attends the groupsession; if not you can interview the supervisor separately to get thatpersons perspective on the jobs duties and responsibilities.

Which kind of interview you use, you need to be sure that interviewee fullyunderstands the reason for the interview, because theres a tendency forsuch interviews to be viewed, rightly or wrongly as efficiency evaluations. Ifso, interviews may hesitate to describe their jobs accurately.


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Advantages and disadvantages of the interview

1. It is a simple and quick way to collect

information, including information that might notbe apparent.

2. As job analysis is often a prelude to a changein a jobs pay rate, employees may exaggerate

certain responsibilities while minimizing others.There may be a tendency to inflate their jobsimportance when abilities are involved, so as toimpress the perceptions of others.

Structured interview - Many interviewers followstructured or checklist formats. It includes aseries of detailed questions regarding matterslike the general purpose of the job, supervisoryresponsibilities, job duties, skills required.


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2. QuestionnairesEmployees fill out questionnaires to describe their job-related duties

and responsibilities. It can be a structured checklist in which the

employee is asked to indicate whether he or she performs each taskand how much time is spent on it. On the other hand, it could be anopen-ended questionnaire that simply asks the employee todescribe what he does.

Questionnaires often is a quick and easy way to obtain information froma large number of employees. However, developing thequestionnaire can be time consuming.

3. Observation Direct observation is especially useful when jobsconsist mainly of observable physical activities. On the other hand, itis not appropriate when the job entails a lot of mental activity.

One approach is to observe the worker on the job during a complete

work cycle. The cycle is the time it takes to complete the job.

4. Participants Diary/Logs ask the workers to keep a diary/log of whatthey do during the day. For every activity he or she engages in, theemployee records the activity, along with the time in a log.


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5. Quantitative Job analysis techniquesA the Position Analysis Questionnaire (PAQ) is a very structured job analysis

questionnaire developed by McMormick, Jeanneret, and Mechem (1972). Itcontains 194 items each of which represents a basic element that may or may not

play an important role in the job. The job analyst decides if each item plays a roleand, if so, to what extent. The advantage of PAQ is that it provides a quantitativescore or profile of any job in terms of how that job rates on five basic activities:-

a) Having decision-making/communication/social responsibilitiesb) Performing skilled activitiesc) Being physically actived) Operating vehicles/equipment and

e) Processing information

The PAQs strength is in classifying jobs. It lets you assign a quantitative score to eachjob based on its decision-making, skilled activity, physical activity,vehicle/equipment operation, and information-processing characteristics. Thereforejobs can be compared to one another and then assign pay levels for each job.

Research indicates that PAQ is more suited with use with blue-collar manufacturing jobs

than it is for professional, managerial or some technical jobs.


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B. Department of Labor Procedure the U.S. dept of labor provides astandardized method by which to quantitatively rate, classify andcompare different jobs. The analysis is on data, people andthings rating for each job. It uses a standard set of basic activitiescalled worker functions to describe what a worker can dowith respect to data, people and things. With respect to data, thebasic functions include synthesizing, coordinating, and copying.With respect to people, they include mentoring, negotiating, andsupervising. With respect to things, the basic functions includemanipulating, tending and handling. Each worker function gets an

importance level.

C. Functional Job Analysis is similar to the DOL method but rates thejob not just on data, people, and things, but also on the extent to

which performing the task requires specific instructions, reasoningand judgment, mathematical ability and verbal and languagefacilities.


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Data People Things

0 synthesize 0 mentor 0 set up

1 Coordinate 1 Negotiate 1 Precision work

2 analyze 2 Instruct 2 operate, control

3 compile 3 supervise 3 drive, operate

4 compute 4 divert 4 Manipulate

5 copy 5 persuade 5 Tend

6 compare 6 speak-signal 6 Feed

7 serve 7 Handle

8 Take instruction


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6. Internet- based analysis useful for internationally dispersed employees via thecompany intranet, with instructions to complete the forms and return them by aparticular date. The Human Resource department can distribute standardized jobanalysis questionnaires to geographically disbursed employees via their company

intranets.

7. Technical conference method- this method uses experts rather than actual jobincumbents as a source of information. These expert are usually supervisors whohave extensive knowledge of the job in question. They meet with the job analyst andattempt to specify all the characteristics of the job. The problem with this method isthat the experts may not actually know as much about the job as the analyst wouldhope, since they do not actually perform the task themselves. Thus, their judgmentsare only estimates based upon their background experience.

8. Work participation method the job analyst actually performs the job himself. By doingthe work himself he is thus able to obtain firsthand information about whatcharacteristics comprise the job under investigation. The technique is fairly effectivefor simple jobs, but complex jobs usually require that the job analyst be extensivelytrained prior to his session of work activity.

8. Critical incident method this involves a collection of a series of statements of jobbehavior, based upon direct observation or memory, about good and poor jobperformance. In job analysis such incidents can provide information about criticalaspects of the job, but the method does not provide an integrated picture of the entiretask.


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O*NET General Work Activities Categories

1. INFORMATION INPUT (5 elements) Where and how are the information and datagained that are needed to perform this job?

Estimating the Quantifiable Characteristics ofProducts, Events, or Information Estimating sizes, distances, and quantities; or determining time, costs, resources,or materials needed to perform a work activity.

Getting Information Observing, receiving, and otherwise obtaining informationfrom all relevant sources.

Identifying Objects, Actions, and Events Identifying information by categorizing,

estimating, recognizing differences or similarities, and detecting changes incircumstances or events.

Inspecting Equipment, Structures, or Material Inspecting equipment,structures, or materials to identify the cause of errors or other problems or defects.

MonitorProcesses, Materials, or Surroundings Monitoring and reviewinginformation from materials, events, or the environment, to detect or assess problems.

2. INTERACTING WITH OTHERS (17 elements) What interactions with other personsor supervisory activities occur while performing this job?

Assisting and Caring for Others Providing personal assistance, medicalattention, emotional support, or other personal care to others such as coworkers,customers, or patients.


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Coaching and Developing Others Identifying the developmental needs of othersand coaching, mentoring, or otherwise helping others to improve their knowledge orskills.

Communicating with Persons Outside Organization Communicating with

people outside the organization, representing the organization to customers, thepublic, government, and other external sources. This information can be exchangedin person, in writing, or by telephone or e-mail.

Communicating with Supervisors, Peers, or Subordinates Providinginformation to supervisors, co-workers, and subordinates by telephone, in writtenform, e-mail, or in person.

Coordinating the Work and Activities of Others Getting members of a group towork together to accomplish tasks.

Developing and Building Teams Encouraging and building mutual trust, respect,and cooperation among team members.

Establishing and Maintaining Interpersonal Relationships Developingconstructive and cooperative working relationships with others, and maintaining themover time.

Guiding, Directing, and Motivating Subordinates Providing guidance anddirection to subordinates, including setting performance standards and monitoringperformance.

Interpreting the Meaning of Information for Others Translating or explainingwhat information means and how it can be used.


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Monitoring and Controlling Resources Monitoring and controlling resources andoverseeing the spending of money.

Performing Administrative Activities Performing day-to-day administrative taskssuch as maintaining information files and processing paperwork.

Performing for or Working Directly with the Public Performing for people ordealing directly with the public. This includes serving customers in restaurants andstores, and receiving clients or guests.

Provide Consultation and Advice to Others Providing guidance and expertadvice to management or other groups on technical, systems-, or process-relatedtopics.

Resolving Conflicts and Negotiating with Others Handling complaints, settlingdisputes, and resolving grievances and conflicts, or otherwise negotiating with others.

Selling or Influencing Others Convincing others to buy merchandise/goods or tootherwise change their minds or actions.

Staffing Organizational Units Recruiting, interviewing, selecting, hiring, andpromoting employees in an organization.

Training and Teaching Others Identifying the educational needs of others,

developing formal educational or training programs or classes, and teaching orinstructing others.


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3. MENTAL PROCESSES (10 elements) What processing, planning, problem-solving,decision-making, and innovating activities are performed with job-relevantinformation?

Analyzing Data or Information Identifying the underlying principles, reasons, or

facts of information by breaking down information or data into separate parts. Developing Objectives and Strategies Establishing long-range objectives and

specifying the strategies and actions to achieve them.

Evaluating Information to Determine Compliance with Standards Usingrelevant information and individual judgment to determine whether events orprocesses comply with laws, regulations, or standards.

Judging theQ

ualities of Things, Services, orP

eople Assessing the value,importance, or quality of things or people.

Making Decisions and Solving Problems Analyzing information and evaluatingresults to choose the best solution and solve problems.

Organizing, Planning, and Prioritizing Work Developing specific goals andplans to prioritize, organize, and accomplish your work.

Processing Information Compiling, coding, categorizing, calculating, tabulating,

auditing, or verifying information or data.

Scheduling Work and Activities Scheduling events, programs, and activities, aswell as the work of others.

Thinking Creatively Developing, designing, or creating new applications, ideas,relationships, systems, or products, including artistic contributions.

Updating and Using Relevant Knowledge Keeping up-to-date technically and

applying new knowledge to your job.


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4. WORK OUTPUT (9 elements) What physical activities are performed, whatequipment and vehicles are operated/controlled, and what complex/technicalactivities are accomplished as job outputs?

Controlling Machines and Processes Using either control mechanisms or direct

physical activity to operate machines or processes (not including computers orvehicles).

Documenting/Recording Information Entering, transcribing, recording, storing,or maintaining information in written or electronic/magnetic form.

Drafting, Laying Out, and Specifying Technical Devices, Parts, and Equipment Providing documentation, detailed instructions, drawings, or specifications to tellothers about how devices, parts, equipment, or structures are to be fabricated,constructed, assembled, modified, maintained, or used.

Handling and Moving Objects Using hands and arms in handling, installing,positioning, and moving materials, and manipulating things.

Interacting With Computers Using computers and computer systems (includinghardware and software) to program, write software, set up functions, enter data, orprocess information.

Operating Vehicles, Mechanized Devices, orEquipment Running,maneuvering, navigating, or driving vehicles or mechanized equipment, such asforklifts, passenger vehicles, aircraft, or water craft.

Performing General Physical Activities Performing physical activities thatrequire considerable use of your arms and legs and moving your whole body, such asclimbing, lifting, balancing, walking, stooping, and handling of materials.


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Repairing and Maintaining Electronic Equipment Servicing, repairing,calibrating, regulating, fine-tuning, or testing machines, devices, and equipment thatoperate primarily on the basis of electrical or electronic (not mechanical) principles.

Repairing and Maintaining Mechanical Equipment Servicing, repairing,adjusting, and testing machines, devices, moving parts, and equipment that operateprimarily on the basis of mechanical (not electronic) principles.


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Writing Job Descriptions

A job description is a written statement of what the

worker actually does, how he or she does it, andwhat the jobs working conditions are.

Most descriptions cover

Job identification

Job summary

Responsibilities and duties

Authority of incumbent

Standards of performance working conditions

Job specification


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Job Identification -Job title specifies the name of the job. location of the job in terms of its facility/division and department/section. immediate supervisors title and information regarding salary, and/orpay scale. grade/level of the job

Job Summary Summarise the essence of the job and include its major functions or activities. Should have specific functions outlined Should not include ambiguos statements such as other duties assigned.

Relationships

Shows the jobholders relationships with others inside and outside the organization. Eg.,Reports to

SupervisesWorks withOutside the company

Responsibilities and duties

List the jobs significant responsibilities and duties. Each of the major duties should be listedseparately and described in a few sentences.

This section would also define the limits of the jobholders authority, including his or her decision-making authority, direct supervision of other personnel, and budgetary authority. The authoritymight include approving purchase requests for a certain amount, grant time off, recommend salaryincrease, interview and hire new employees


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The Standard Occupational Classification (SOC) ,the SOC classifies all workers into one of the 23major groups of jobs. These in turn contain 96

minor groups of jobs, and these include 821detailed occupations.

The SOC and O*NET include specific tasks

associated with many occupations. O*NETincludes basic skills.

Standards of performance and working conditionsThis lists the standards the employee is expected

to achieve under each of the job descriptionsmain duties and responsibilities.


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Job specification What human traits and experiences are required to do this job well.

It shows what kind of person to recruit and for what qualities thatperson should be tested. The job specification may be a section ofthe job description, or a separate document entirely.

One approach is the threshold traits analysis TTA (Lopez,Kesselman, and Lopez, 1981).

The trait-oriented approach seeks to identify the human attributesthat predispose individuals to perform well on various types of jobs.With this trait-relevant incumbents outperform non trait-relevant

incumbents on standardized measures of ability. The processbegins by describing and illustrating the TTA method to a group ofabout 15 immediate supervisors. Working independently, eachsupervisor then determines the relevance for effective jobperformance of each of 33 carefully-defined traits. If the requiredlevel is zero, then the trait is regarded as irrelevant.

for traits determined as relevant, each supervisor next determinesthe unique level of the trait. Trait level refers to the intensity orcomplexity of the trait, and it is rated . Individual ratings are thenaveraged to produce a list of relevant traits, along with their levelsand weights in the overall performance mix.


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Work behaviorsindustriousness Keeps working even when other employees are

standing around talking; takes the initiative to findanother task when finished with regular work

thoroughness Cleans equipment thoroughly, creating a more attractivedisplay; notices merchandize out of place and returns itto the proper area

Schedule flexibility Accepts schedule changes when necessary; offers tostay late when the store is extremely busy

attendance Arrives at work on time; maintains good attendance

Off- task behavior

(reverse)

Uses store phones to make personal unauthorizedcalls; conducts personal business during work time; letsfriends be a distraction and interruption to work

Unruliness

(reverse)

Threatens to bully another employee ; refuses to takeroutine orders from supervisors; does not cooperatewith other employees


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The procedure has five steps:(1) analyze the job and decide how to measure job performance;(2) select personal traits like finger dexterity that you believe should predict

successful performance;

(3) test candidates for these traits;(4) measure these candidates subsequent job performances; and(5) statistically analyze the relationship between the human trait (finger dexterity)

and job performance. Your objective is to determine whether the formerpredicts the latter.

Job enlargement means assigning workers additional same-level activities , thus

increasing the number of activities they perform. Job rotation meanssystematically moving workers from one job to another to enhance work teamperformance and/or broaden his or her experience and identify strong andweak points to prepare the person for an enhanced role with the company.

Herzberg contended that the best way to motivate workers is to buildoppurtunities for challenge and achievement into their jobs via job enrichment.Job enrichment means redesigning jobs in a way that increases theoppurtunities for the worker to experience feelings of responsibility,achievement, growth and recognition eg., by letting the worker plan andcontrol his or her own work instead of having it controlled by outsiders.Employees would do their jobs well because they wanted to, and quality andproductivity would rise.


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Dejobbing Moving to simpler, broader descriptions of jobs dejobbing. It is the broadening of the

responsibilities of the companys jobs, and encouraging employees not to limit themselves towhats on their job descriptions.

In an scenario where companies are grappling with challenges like rapid product and technologicalchange, global competition, deregulation, political instability, demographic changes and a shift toa service economy, it is essential for firms to be responsive, flexible and competitive. Employeesare encouraged to broaden their scope of work beyond their job descriptions so that they can beswitched from tasks to task as jobs and team assignments change. Dejobbing becomes relevantin cases of

Flatter organizations Self-managing work teams Reengineering

Flatter organizations instead of seven-layered organizations, three levels exist, thereforemanagers have subordinates reporting to them less and instead the subordinates have widerrange of responsibilities.

Self-managing work teams- having multi-skilled, cross-functional and self-directed teams,employees changes jobs daily, so management intentionally avoids employees viewing their jobs

in a narrow range of responsibility

Reengineering involves redesigning a business process so that small self-managing teams ofemployees working together get the task done together. This helps in cost, quality, service andspeed. In reengineering situations workers become collectively responsible for overall resultsrather than just for their own tasks. They share joint responsibility with their team members forperforming the whole process, not just a small piece of it.


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Why use Competency Analysis? There are three reasons to describe jobs in terms of competencies rather than duties.

First , traditional job descriptions with their lists of specific duties may actually backfireif a high performance work system is the employers goal. The whole thrust of thesesystems is to encourage employees to work in a self-motivated way, by organizing

the work around teams, by encouraging team members to rotate freely among jobs(each with its own skill set) by pushing more responsibility for things like day-to-daysupervision down to the workers and by organizing work around projects orprocesses in which jobs may blend or overlap. Employees here must be enthusiasticabout learning and moving among jobs.

Second, describing the job in terms of the skills, knowledge, and competencies theworker needs to be more strategic.

Third, measurable skills, knowledge, and competencies support the employers

performance management process. Performance management means basingemployees training, appraisals, and rewards on fostering and rewarding the skillsand competencies he or she needs to achieve his or her goals. Describing the job interms of skills and competencies facilitates this.

Shift from task-based approach to process-based approach. A process is a collectionof activities (such as procurement, etc.) that takes one or more kinds of input andcreates an output that is of value to a customer. The process cuts across

organizational boundaries and traditional functions, such as engineering, production,marketing and finance.

Employees involved in the process are responsible for ensuring that customersrequirement are met on time and with no defects, and they are empowered


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the jobs required competencies might include general competencies such as reading, writing, and mathematical reasoning, leadership competencies such as leadership, strategic thinking, and teaching

others technical competencies which focus on the specific technical competencies

required for specific types of job and/or occupations.

Some technical competencies for the job of systems engineers might include thefollowing:

1. Design complex software applications, establish protocols, and create prototypes.2. Establish the necessary platform requirements to efficiently and completelycoordinate data transfer.3. Prepare comprehensive and complete documentation including specifications, flow

diagrams, process patrols, and budgets.

Similarly, for a corporate treasurer, technical competencies might include: 1. Formulate trade recommendation, by studying several computer models for

currency trends, and using various quantitative techniques to determine the financialimpact of certain financial trades.2. Recommend specific trades and when to make them.3. Present recommendations and persuade others to follow the recommended courseof action

Writing job competencies-based job description Manager interviews the job incumbents and their supervisors, asks open-ended

questions regarding job responsibilities and activities, and identifying critical incidentsthat pinpoint success on the job.


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One option is to build a skills matrix. The matrix mightinclude 1) the basic skills needed for that job and 2) theminimum level of each skill required for that job or job

family. ] The emphasis has shifted from job duties to the focus on

specifying and developing the new skills (technicalexpertise, business awareness) needed for theemployees broader, empowered, and relativelyundefined responsibilities. The matrix gives a notion tothe employees of what skills they must improve.

Job analysis for managerial work

There are two approaches to the study of managerialwork: the behavioral- content approach and the work-activities approach.


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The behavioral content approach

Tornow and Pinto (1976) developed a 197-itemManagement Position Description Questionnaire

(MPDQ) for objectively describing the managerzialpositions in terms of their responsibilities, restrictions,demands and activities.

The work activities approach uses diaries, time-sampling, interviews and observations.

rsd module 1

Documents

Transcript of rsd module 1