Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-1 Human Resource Management Chapter Four Job Design and Job Analysis

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-1

Human Resource Management

Chapter Four

Job Design and

Job Analysis


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


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


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


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


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


Job Characteristics Model


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


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


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


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


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


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).


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


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).


Collecting Job Analysis Collecting Job Analysis InformationInformation

InterviewsQuestionnaire

sObservations

Methods for Collecting Job Analysis Information

Diaries/Logs


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


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


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.


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.


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


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


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


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)


Writing Job DescriptionsJob

Identification

JobSummary

Responsibilities and Duties

Authority of the Incumbent

Standards of Performance

Working Conditions

JobSpecifications

Sections of a Typical Job Description


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)


Sample Job Description, Pearson Education


Sample Job Description, Pearson Education (cont’d)


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.


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


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


Preliminary JobDescriptionQuestionnaire

Source: Reprinted from www.hr.blr.com with the permission of the publisher, Business and Legal Reports, Inc., Old Saybrook, CT © 2004.


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)


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


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


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!!


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:

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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-1 Human Resource Management Chapter Four Job Design and Job Analysis