Arif Partono - IM TELKOM 1
CHAPTER FIVE
JOB ANALYSIS & DESIGN
Session 2
Werther, Jr., W.B., & Davis, K. (2006).
Human Resources & Personnel Management.
(5th Edition). Singapore. McGraw Hill
Arif Partono - IM TELKOM 2
Explaining the steps in job analysis
Describing the use of job analysis information in
organizations
Explaining the process of design work
Describes the design engineering jobs
OBJECTIVE
Arif Partono - IM TELKOM 3
The definition:
Systematic process of determining the skills, duties, and
knowledge required for performing jobs in an organization.
Job Analysis collect, evaluate, & organize the information
about the job to study the patterns of activities and
determine the task, duties, & responsibilities needed for
each job
Small operation need simple job. When complexity arise, it
demand higher need HRIS
INTRODUCTION
Arif Partono - IM TELKOM 4
Task
• A basic element of work that is a logical and necessary step in performing a job duty.
Duty
• Consists of one or more tasks that constitute a significant activity performed in a job.
Responsibility
• One or several duties that identify and describe the major purpose or reason for the job’s existence
INTRODUCTION
Arif Partono - IM TELKOM 5
Task
• Conduct recruitment process thoroughly
Duty
• Plan the Succesion for the certain level.
Responsibility
• Manage the HR Department
INTRODUCTION
Arif Partono - IM TELKOM 6
JOB can be describe as patterns of task, duties, &
responsibilities done by a person
Identifies components of job by answering 4 questions:
What does incumbent actually do?
What are duties, responsibilities, & performance expectations?
What KSAs (knowledge, skill and attitude) are needed for
success?
What are conditions, location, physical & social needs,
supervision needs, etc. under which job is performed?
INTRODUCTION
Arif Partono - IM TELKOM 7
Tasks Responsibilities Duties
Job Analysis
Job Descriptions
Job Specifications
Knowledge Skills Attitudes
• Human Resource Planning
• Recruitment
• Selection
• Training and Development
• Performance Appraisal
• Compensation and Benefits
• Safety and Health
• Employee and Labor Relations
• Legal Considerations
• Job Analysis for Teams
Job Standards
JOB ANALYSIS
Arif Partono - IM TELKOM 8
JOB ANALYSIS PHASE
What type of
Organization &
function to perform
Job identification
Questionnaire
development
Data collection
Use the result to create:
• Job descriptions
• Job specifications
• Job/performance
standards
Which useful
as an input for
HRIS
HRIS needed to perform:
• Job design
• HR planning
• Recruitment, selection and training
• Performance evaluation
• Compensation and benefit
• EEO Compliance
Analyze the findings
Arif Partono - IM TELKOM 9
JOB ANALYSIS
Knowing & mastering the jobs available in an organzation
Who will be responsible for conducting job analysis?
How to choose the sample?
If there are 40 cashiers, do we have to analyze all of them? Why?
The result must be formalized so it could be useful to
managers
Arif Partono - IM TELKOM 10
JOB ANALYSIS
• Identify the job
• Collect job information
• Develop questionnaire
• Analyst the finding
Steps to conduct
job analysis:
Arif Partono - IM TELKOM 11
IDENTIFY JOBS
Search thru the entire organization about the function or
work available
Find the pattern of the work flow
Construct list of the jobs.
You can us:
organization charts
payroll
discussion (talk to the employee and management)
earlier records
Arif Partono - IM TELKOM 12
IDENTIFY JOBS
The work flow:
Each job in the organization should receive work as an input, add
value to that work by doing something useful to it, and then move
the work on to another worker.
Work-flow analysis usually reveals that some steps or jobs can be
combined, simplified, or even eliminated.
In some cases, it has resulted in the reorganization of work so
that teams rather than individual workers are the source of value
creation.
Arif Partono - IM TELKOM 13
COLLECTION of INFORMATION
Inform the employees.
Why?
Compare with outside organizations and its
industry/environment
Identify the jobs to be analyzed
Arif Partono - IM TELKOM 14
DEVELOP QUESTIONNAIRE
Construct a well prepared questionnaire
It help to standarized and consistency
In US, they have Position Analysis Questionnaire
Job analysis questionnaire should cover ;
Duties & responsibilities
Human abilities
Performance standard
There should be a different questionnaire for technical,
crerical, & managerial jobs
Arif Partono - IM TELKOM 15
DEVELOP QUESTIONNAIRE
Sample of questionnaire can be found on p. 122 –
124
Questionnaire should have ;
Status (how current) & identification of the jobs
Duties & responsibilities
Human characteristic (KSA) & working conditions
(unique needs)
Performance standards
Arif Partono - IM TELKOM 16
DATA COLLECTION
Consider costs, time, accuracy, & resources
Sources of data ;
Interview the holder & supervisor (use checklist to
control the situation).
Panel of experts
Mail questionnaires
Employee log
Observations
Mixed approach
Arif Partono - IM TELKOM 17
THE USE OF JOB ANALYSIS INFO
Create job descriptions and spesification for effective
recruitment
Determine appropriate selection tests.
Training needs analysis
Conduct wage and salary evaluation.
Determine performance criteria and standards
Arif Partono - IM TELKOM 18
THE JOB ANALYSIS SAMPLE
Arif Partono - IM TELKOM 19
JOB DESCRIPTIONS
Written statement that explain the duties, working condition, & other aspect of the jobs
Same format in one firm is better
Define what a job is, profile of the job
It must include ;
• Job identity
• Job summaries & duties
• Working conditions
• Approval from the management authority
Arif Partono - IM TELKOM 20
JOB SPECIFICATIONS
What it takes for someone to perform the jobs
The requirement of KSA
• Training, education, certification
• Experience, mental, language, legal, tools, strength, thinking, action,
• Safety, unpleasent environtment,
Be specific
Contain only what is the job required, not anything else
Arif Partono - IM TELKOM 21
JOB PERFORMANCE/STANDARD
Criteria to measure and differ the succesful of jobs holder
from others
Job Standards are a key part to control and measure the
performance
Used as:
the targets for employee efforts,
criteria against which job success is measured.
Arif Partono - IM TELKOM 22
SAMPLE of Job Standard
Consistently strive to exceed our customers' expectations. Deliver products and services at the agreed upon time to all customers.
Listen to, accept, and act upon customer feedback.
Assist all customers in defining their needs and requests.
Provide courteous and professional customer service.
Deliver the highest quality products and service with the goal of exceeding
customer expectations
95% of responses to written inquiries are accurate and issued within 30 days.
Telephone inquiries are accurately and timely answered.
97.5% or more telephone calls are answered within 120 seconds.
All Trunks Busy (ATB) level is 20% or less.
All manual requirements for accuracy are met.
98% of all claims are processed within 60 days.
Arif Partono - IM TELKOM 23
HR INFORMATION SYSTEM
Warehouse of job informations
Consist of numerous data from planning the HR thru the
separations
Job families group of jobs that are closely related in
terms of duties, responsibilities, KSA
Arif Partono - IM TELKOM 24
JOB DESIGN
5 core job dimensions
skill variety,
task identity, degree to which a person is in charge of
completing an identifiable piece of work from start to
finish
task significance, whether a person's job substantially
affects other people's work, health, or well-being
autonomy, degree to which a person has the freedom to
decide how to perform his or her tasks
Feedback, people learn how effective they are being at
work
Arif Partono - IM TELKOM 25
JOB DESIGN
Employees psychological states
View their work as meaningful
Feel responsible for the outcomes
Acquire knowledge of results
Acknowledge
Arif Partono - IM TELKOM 26
JOB DESIGN
Job design
A systematical process by which jobs are characterized and
engineered based on its elements to gain organizational
productivity and employee satisfaction
Work arrangement (rearrangement) aimed at reducing or
overcoming job dissatisfaction & employee alienation arising from
repetitive and mechanistic tasks.
The design of a job reflect the organizational,
environtmental, & behavioural demands.
Job designers have to create satisfying & productive jobs
Poor job design can affect productivity, performance,
satisfaction
JOB DESIGN
With job design, organizations can raise productivity levels
by offering non-monetary rewards such as ;
Greater satisfaction from a sense of personal achievement
in meeting the increased challenge
Responsibility of one's work.
The trade-offs between productive & satisfaction still at
large
Job enlargement, job enrichment, job rotation, & job
simplification are the various techniques used in a job
design exercise. Our Sources : http://www.businessdictionary.com/definition/job-design.html
Arif Partono - IM TELKOM 27
JOB DESIGN
Job enlargement expands a job’s duties.
Auto workers whose specialized job is to install carpets on the car floor
may have their job enlarged to include the extra duties of installing the
car’s seats and instrument panel
Job rotation rotates workers among different narrowly defined
tasks without disrupting the flow of work.
A worker whose job is installing carpets would be rotated periodically to
a second workstation where she would install only seats in the car
Arif Partono - IM TELKOM 28
JOB DESIGN
Job enrichment is the process of putting specialized tasks back
together so that one person is responsible for producing a whole
product or an entire service. Instead of people working on an assembly line at one or more stations, the entire
assembly line process is abandoned to enable each worker to assemble an entire
product, such as a kitchen appliance or mobile phone
Arif Partono - IM TELKOM 29
Arif Partono - IM TELKOM 30
INPUTS PROCESS OUTPUT
Organizational
Elements
Environtmental
Elements
Behavioural
Elements
Job design Productive &
Satisfying Job
FEEDBACK
JOB DESIGN
JOB DESIGN TACTICS
Employee Engagement
Job Specialization
Job Rotation
Job enlargement - Job enlargementrefers to expanding the tasks
performed by employees to add more variety.
Arif Partono - IM TELKOM 31
Arif Partono - IM TELKOM 32
ORGANIZATIONAL ELEMENTS
Concerned with efficiency (Frederick Taylor)
Specialization & repetition are the key in design job
Mechanistic approach (use in assembly line)
Identifying every task so that can be arranged to minimize time &
efforts
Limited number of task group into job
Short the job cycles
Require less training and allow worker to learn quickly
Arif Partono - IM TELKOM 33
ORGANIZATIONAL ELEMENTS
Other method ;
Work flow, sequence and balance
Ergonomics, physically interface with the equipment. Ease of use.
Work practices. Set ways of performing work result of tradition,
past work practices, or collective wishes from employees
Arif Partono - IM TELKOM 34
ENVIRONTMENTAL ELEMENTS
Concern with employee potential
The ability & availability of potential employee
Job must adjusted according to the ability and availability of the
workforce
Social expectation
Higher expectation in today’s workforce
Salary, work condition, holidays, management style, wuality of
work life
Arif Partono - IM TELKOM 35
BEHAVIOURAL ELEMENTS
Concern with individual needs
These personal elements often play most important role in
the organization
These sub elements must appear to motivate employee to
measure their achievement
Autonomy. Level of authority
Variety. Complexity of work.
Task identity. Completeness of work
Feedback. As a form of evaluation
Task significance. Importance of work to others
Arif Partono - IM TELKOM 36
BEHAVIOUR & EFFICIENCY
TRADE-OFFS
More efficient job can cause less satisfy employee
Productivity VS specialization
Satisfaction VS specialization
Learning VS specialization
Turnover VS specialization
Arif Partono - IM TELKOM 37
TECHNIQUE of JOB REDESIGN
Is jobs have to be more or less specialization?
Analysis & experiment are the way to determine what is the
correct action
Underspecialization
Work simplification. Could cause boredom
Reengineering. Eliminating uneeded steps
What do you think of the workforce in developing countries,
do they need specialized jobs or not?
What do you think of worker with complete skills?
What kind of work you prefer to do?
Arif Partono - IM TELKOM 38
TECHNIQUE of JOB REDESIGN
Overspecialization
Job rotation. Move from job to job
Job enlargement. Add similar duties to provide variety (horizontal
loading). More things to do
Job enrichment. Increasing resposibilities, autonomy, & control
(vertical oading). More plan & control
Arif Partono - IM TELKOM 39
TECHNIQUE of JOB REDESIGN
Autonomous work team
Self directed, leaderless
3 – 15 persons who cross-trained
Work independently to achieve desired goals
Arif Partono - IM TELKOM 40
CONCLUSION
HR must balance the good quality of work life with the bottom
line
Happy workers is not the main goals
The key is to achieve strategical success of the firm while
improving the worker’s quality of work life
JOB ANALYSIS
Arif Partono - IM TELKOM 41
More about
Job Analysis
JOB ANALYSIS
Method to gather, synthesize and implement the information available
regarding the workforce in the concern.
A personnel manager has to undertake job analysis so as to put right
man on right job
The information collected under job analysis is :
Nature of jobs required in a concern.
Nature/ size of organizational structure.
Type of people required to fit that structure.
The relationship of the job with other jobs in the concern.
Kind of qualifications and academic background required for jobs.
Provision of physical condition to support the activities of the concern. For
example- separate cabins for managers, special cabins for the supervisors,
healthy condition for workers, adequate store room for store keeper.
Arif Partono - IM TELKOM 42
http://www.managementstudyguide.com/job-analysis.htm
ADVANTAGE of JOB ANALYSIS
Job analysis helps the personnel manager at the time of recruitment
and selection of right man on right job.
It helps him to understand extent and scope of training required in
that field.
It helps in evaluating the job in which the worth of the job has to be
evaluated.
In those instances where smooth work force is required in concern.
When he has to avoid overlapping of authority- responsibility
relationship so that distortion in chain of command doesn’t exist.
It also helps to chalk out the compensation plans for the employees.
It also helps the personnel manager to undertake performance
appraisal effectively in a concern.
Arif Partono - IM TELKOM 43
http://www.managementstudyguide.com/job-analysis.htm
JOB DESCRIPTION
An organized factual statement of job contents in the form of duties,
tasks, & responsibilities of a specific job.
The preparation of job description is very important before a vacancy is
advertised. It tells in brief the nature and type of job.
This type of document is descriptive in nature and it constitutes all those
facts which are related to a job such as :
Title/ Designation of job and location in the concern.
The nature of duties and operations to be performed in that job.
The nature of authority- responsibility relationships.
Necessary qualifications that are required for job.
Relationship of that job with other jobs in a concern.
The provision of physical and working condition or the work environment
required in performance of that job.
Arif Partono - IM TELKOM 44
http://www.managementstudyguide.com/job-analysis.htm
ADVANTAGES of JOB.DESC.
It helps the supervisors in assigning work to the subordinates so that
he can guide and monitor their performances.
It helps in recruitment and selection procedures.
It assists in manpower planning.
It is also helpful in performance appraisal.
It is helpful in job evaluation in order to decide about rate of
remuneration for a specific job.
It also helps in chalking out training and development programmes.
Arif Partono - IM TELKOM 45
http://www.managementstudyguide.com/job-analysis.htm
JOB SPESIFICATION
A statement which tells us minimum acceptable human qualities
which helps to perform a job.
Job specification translates job description into human qualifications
so that a job can be performed in a better manner. J
ob specification helps in hiring an appropriate person for an
appropriate position. The contents are :
Job title and designation
Educational qualifications for that title
Physical and other related attributes
Physique and mental health
Special attributes and abilities
Maturity and dependability
Relationship of that job with other jobs in a concern
Arif Partono - IM TELKOM 46
http://www.managementstudyguide.com/job-analysis.htm
ADVANTAGES of JOB.SPEC.
It is helpful in preliminary screening in the selection procedure.
It helps in giving due justification to each job.
It also helps in designing training and development programmes.
It helps the supervisors for counseling and monitoring performance of
employees.
It helps in job evaluation.
It helps the management to take decisions regarding promotion,
transfers and giving extra benefits to the employees.
http://wps.pearsoned.co.uk/ema_uk_he_slack_opsman_4/17/4472/1144
953.cw/index.html%20parentloc
Arif Partono - IM TELKOM 47
http://www.managementstudyguide.com/job-analysis.htm