HRM Assignment(2)

JOB ANALYSIS AND WORK JOB ANALYSIS AND WORK DESIGNDESIGN

Presentation By:Waqar Ul AbideenSyed Asif Moiz Abdullah Sohail

ToSir Khan Kashif AijazCourse ID 53970

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HRM Presentation

Presentation By: Omar Mustafa Ansari – Partner – Ford Rhodes Sidat Hyder & Co.

OUTLINE

Job Analysis Introduction Importance Steps Tools and Techniques

Job Description Job Specification Organization Chart Job Design

Workflow Analysis Redesign

2


The process of determining the duties and skill requisite for a job and suitable person to be hired for it.

Information Job Analysis activity categorized as follows: Work activities Human behaviours Working aids required Requisite standards Job package Workforce required

JOB ANALYSIS – Introduction

3


JOB ANALYSIS – Uses

4

Helps in recruitment and selection decisions

Provides basis to set performance standards

Helps evaluating each individual’s work performance

Discovers the undiscovered duties


JOB ANALYSIS – Steps Involved

5

Define purpose of analysisStep – 1

Study Organizational Chart and Process Chart

Step – 2

Select sample and representativesStep – 3

Perform analysis using appropriate toolStep – 4

Verify analysis from co-workers, peers and juniors

Step – 5

Draft Job Description and Job SpecificationStep – 6


JOB ANALYSIS – Tools & Techniques

6

Simple, Quick, unveil information but not memorable

Interview

Authentic, long lasting, limited, susceptible to illusion

Questionnaire

Comprehensive, more reliable, tediousObservation

Figures rather than opinions, need a qualified analyst

Quantitative Analysis

Comprehensive, reduce workload, more tedious

Participant Log


JOB DESCRIPTION – Introduction

A written document that identifies, describes, and defines a job in terms of its duties, responsibilities, working conditions, and specifications

It is an out come of Job Analysis activity

Prepared with collaboration of head of department and line manager

No universal format

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JOB DESCRIPTION – Major Sections

8

Title, Department, Supervisor, Date…Job Identification

Nature, Major activities, Cop-out clause…Job Summery

Details of jobs and span of controlResponsibilities

Legitimate powers to get work doneAuthorities

Minimum acceptable performanceStandards

Qualification, skills, personality traitsJob Specification


JOB SPECIFICATION – Introduction

9

Focus on qualifications, skills, personality traits, and experience are requisite for employee to perform job successfully.

No universal standard format

The next step from Job Description

Influential factors are; skill level of employees (skilled, trained or professional), statistical analysis and professional judgements.


ORGANIZATIONAL CHART – Introduction

Formal hierarchy/reporting line/relationship amidst different jobs within an organization.

Snapshot of Organizational Structure is called “Organizational Chart”.

Depending upon nature and formation of an organization, there can be three types of organizations; Flat Bureaucratic Boundary less

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ORGANIZATIONAL CHART – Flat Organization

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Small in size

Partnership/Proprietorship concerns or association of persons

Decentralized management approach

Few levels and multi-directional communication

Broadly defined jobs, with general job descriptions

Emphasis on teams work and customer service


12

Managing Partner/Owner

Manager/Partner Manager/Partner Manager/Partner

Associate Associate Associate Associate Associate Associate

ORGANIZATIONAL CHART – Flat Organization


1313

Top-down management approach

Well defined hierarchical communication channels and career paths

Highly specialized jobs with narrowly defined job descriptions

Focus on independent performance

Generally large companies and organized companies

ORGANIZATIONAL CHART – Bureaucratic Organization


1414ORGANIZATIONAL CHART – Bureaucratic Organization

CEO/Corporate Leader

GM/Departmental Head

Assistant/Junior Officer

Executive/Senior Officer

Line Manager

RGM/Regional Head

Corporate Foundation

Clerk/Labour/Helper

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An alliance of different companies pool their resources to achieve collective objectives

Joint ventures with customers, suppliers, and/or competitors

Emphasis on teams whose members may cross organizational boundaries`

ORGANIZATIONAL CHART – Boundary less Organization


16ORGANIZATIONAL CHART – Boundary less Organization

Organization – 1

Organization – 2 Organization – 3

Resources

ResourcesResourcesSharing


17JOB DESIGNING– Introduction

The process of defining how work will be performed and what tasks will be required in a given job.

Aimed at producing the following attributes in a job Efficiency Motivation Mental Capacity Safety


18JOB DESIGNING– Introduction

Efficiency Motivation

JOB Safety Mental capacity

Efficiency- Proper guideline- Clear authorities- Clear responsibilities- Proper supervision- Training & Development

Mental capacity- Flexible timing- Mandatory annual leave- Work load management

Safety- Appropriate gadgets- Safety equipments- Proper training- Rescue arrangements

Motivation- Cash reward- Non-cash rewards- Work environment- Career growth- Job Security


19JOB DESIGNING– Approaches

Job Specification:Job Specification: Involves using standardized work procedures and having employees perform repetitive, precisely defined and simplified tasks.

Job Enrichment:Job Enrichment: Involves making basic changes in job content and level of responsibility.

Job Enlargement:Job Enlargement: Seeks to horizontally load a job by adding to the variety of tasks to be performed.

Cross–functional Team:Cross–functional Team: Seeks teams of individuals having skills of different functional areas, to complete a project better.

Autonomous Team:Autonomous Team: Represent job enrichment at the group level. The employer sets up self-managed work teams who are responsible for accomplishing defined performance objectives.


JOB REDESIGNING– Introduction

Changing / restructuring the elements of a job making it more motivating for the performer.

Enhancing motivational potential of a job by altering core job dimensions.


JOB REDESIGNING WHEN MIGHT REDESIGN WORK?

When new units are established No past history to deal with. New facilities to workers.

When the system become un-stable. Technological Change. Change in Senior management. New product or service introduced. Legislative or regulatory changes. Fluctuations in the economy or environment.

When the immediate Manager wants it. Local changes (Within the Department)MICRO REDESIGN


WORKFLOW ANALYSIS– Introduction

22

Study of the way work moves through an organization.

The process of examining how work creates or adds value to the ongoing processes in a business.

The analysis also involves evaluating the process and improving it for efficiency and effectiveness.


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InputsInputsavailableavailable

InputsInputsavailableavailable

Activities,Activities,Tasks Tasks

& & JobsJobs

Activities,Activities,Tasks Tasks

& & JobsJobs

OutputsOutputsrequiredrequired

OutputsOutputsrequiredrequired

WORKFLOW ANALYSIS

Documents

HRM Assignment(2)