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JOB DESIGN
JOB ANALYSIS &
DESIGNING OF JOBS
PRESENTED BY : ANGELA MARY GEORGES2, MBA (EVENING)IMK,KARYAVATTOM.
JOB ANALYSIS
Job context
Job content Job analysis
Job requirements
•The purpose of job analysis is to
provide description of the job..i.e.
the result of job analysis is job
description which comprises of
Job Content, Job Context & Job
Requirements
•The process of gathering
information about jobs through
systematic investigation of
duties, tasks, activities &
responsibilities which are necessary
to do a job.
IMPORTANT APPLICATIONS OF JOB ANALYSIS
The Job Analysis provides the foundation for almost everything HR is involved in.
Job DescriptionsEmployee SelectionTrainingPerformance AppraisalsJob ClassificationJob EvaluationJob Design and Redesign
PERFORMING JOB ANALYSIS1. Select jobs to study
2. Determine information to collect: Tasks, responsibilities, skill requirements
3. Identify sources of data: Employees, supervisors/managers
4. Methods of data collection: Interviews, questionnaires, observation, diaries and records
5. Evaluate and verify data collection: Other employees, supervisors/managers
6. Write job analysis report
OBJECTIVE OF JOB ANALYSIS
Based on Job Analysis ,Decisions are Made by the HR Managers To Check That:Whether already existing post is valuable or not.To create a Post
The ultimate purpose of job analysis is to improve organizational performance and productivity.A Job analysis gathers and identifies information about three aspects of all jobs:
I. Job content
II. Job requirements
III. Job context
JOB DESCRIPTION
POPULAR APPROACHES TO JOB ANALYSIS
BBBBFunctional Job AnalysisFunctional Job Analysis
Position Analysis QuestionnairePosition Analysis Questionnaire
Critical Incident MethodCritical Incident Method
HRIS and Job AnalysisHRIS and Job Analysis
Job requirement
Job content
Job context
Job Task & Context
I. JOB CONTENTRefers to the activities required of the job
factors that define the general nature of a
job
Functional Job Analysis (FJA) Quantitative approach to job analysis that
utilizes a compiled inventory of the various functions or work activities that can make up any job.
Assumes that each job involves three broad worker functions: (1) data, (2) people, and (3) things.
FUNCTIONAL JOB ANALYSIS
Functional Job Analysis (FJA) describes job content in terms of:
What the worker does in relation to data, people, and jobs?What methods and techniques the worker uses?What machines, tools, and equipment the worker uses?What materials, products, subject matter, or services the worker produces?
II. JOB REQUIREMENTS
Refer to education, experience, licenses, and other personal characteristics an individual needs to perform the job content.2 Factors which defines Job Requirement
on JOB ANALYSIS ARE:-1.JOB SPECIFICATION2.JOB DESCRIPTION
II. JOB REQUIREMENTS
1.Job SpecificationStatement of the needed Knowledge, Skills, and Abilities
(KSAs) of the person who is to perform the job.
2.Job Description Statement of the Tasks, Duties, and Responsibilities (TDRs) of a job to be performed
This is a written statement of what the job holder does, how it is done, under what conditions it is done and why it is done.
The job analysis approach used here for identifying the job requirement is POSITION ANALYSIS QUESTIONNAIRE (PAQ),
POSITION ANALYSIS QUESTIONNAIRE (PAQ),
POSITION ANALYSIS QUESTIONNAIRE (PAQ), takes into account human characteristics as well as task and technological factors of jobs and job classes.
A questionnaire covering 194 different tasks that, by means of a five-point scale, seeks to determine the degree to which different tasks are involved in performing a particular job
The PAQ Identifies and Analyzes The Following Job Aspects:
1.Information sources critical to job performance
2.Information processing and critical decision making related to job performance
3.Physical activity and dexterity related to the job
4. Interpersonal relationships required for the job
5. Reactions of individuals to working conditions
Job Requirements
Job Requirements
RecruitmentRecruitment
SelectionSelection
Performance Appraisal
Performance Appraisal
Training and Development
Training and Development
Compensation Management
Compensation Management
Determine recruitment qualifications
Determine recruitment qualifications
Provide job duties and job specifications for selection process
Provide job duties and job specifications for selection process
Provide performance criteria for evaluating employees
Provide performance criteria for evaluating employees
Determine training needs and develop instructional programs
Determine training needs and develop instructional programs
Provide basis for determining employee’s rate of pay
Provide basis for determining employee’s rate of pay
RELATIONSHIP OF JOB REQUIREMENTSTO OTHER HRM FUNCTIONS
SPECIMEN OF JOB DESCRIPTION
TITLE : COMPENSATION MANAGER
Code : HR/2310
Department : Human Resource Department
Summary : Responsible for the design and administration of employee compensation programmes.
Duties v Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
v Insure that company’s compensation rates are in tune with the company’s philosophy.
v Relate salary to the performance of each employee.
Report to : Director, Human Resource Department.
SPECIMEN OF JOB SPECIFICATION
Education : MBA with specialization in HRM/MA in social work/PG Diploma in HRM/MA in industrial psychology.
: A degree or diploma in Labour Laws is desirable.
Experience : At least 3 years’ experience in a similar position in a large manufacturing company.
Skill, Knowledge, Abilities : Knowledge of compensation practices in competing industries, of job analysis procedures, of compensation survey techniques, of performance appraisal systems.
Skill in writing job descriptions, in conducting job analysis interviews, in making group presentations, in performing statistical computations
Ability to conduct meetings, to plan and prioritize work.
Work Orientation Factors : The position may require up to 15 per cent travel.
Age : Preferably below 30 years.
III. JOB CONTEXTJob context refers to factors such as the:
Physical demands and working conditions of the job
Degree of accountability and responsibility
Extent of supervision required or exercised
Consequences of error
Job context describes the environment
within which the job is to be performed
CRITICAL INCIDENT METHOD OF JOB ANALYSIS
Job analysis method by which job tasks are identified that are critical to job success.
The job analyst writes five to ten important task statements for each job under study.
TASK INVENTORY METHOD OF JOB ANALYSIS
An organization-specific analysis developed by identifying—with the help of employees and managers—a list of tasks and their descriptions that are components of different jobs
OTHER METHODS OF JOB ANALYSIS
PREVIOUS STUDIES : The analyst keeps the past record of the employees and keeps the previous experiences and issues related to the job analysis process of the organization.
WORK DIARIES :Workers keep a chronological diary/ log of what they do and the time spent on each activity.
JOB RANGE JOB DEPTH
Number of tasks a
person is expected
to perform while
doing a job
The more tasks
required, the
greater the job
range
Degree of influence
or discretion that
an individual
possesses to
choose how a job
will be performed.
JOB DESIGNS: THE RESULTS OF JOB ANALYSIS
Herzberg introduced the concept of work design
He concluded that workers were
happier
on their jobs based on intrinsic
value of
the job itself(personal growth,
higher responsibility ,sense of
achievement
and recognition).
Work motivation and higher
productivity
can be achieved if appropriate
changes
are incorporated in the job design.
FREDERICK IRVING HERZBERG
JOB DESIGNS: THE RESULTS OF JOB ANALYSIS
Variety of task of similar nature : Job Enrichment
Variety of tasks of different nature : Job Rotation
Few tasks of similar nature : Job Simplification
Few tasks of different nature : Job Enlargement
No of Tasks (Job Depth)
Task complexity ( Job Range )
JOB SIMPLIFICATION
Jobs are broken down into very small parts where a fragment called “task” is
repeatedly done over and over again by the same individual.
ADVANTAGES
•Employee therefore is paid
higher rewards.
•Productivity is high.
•Achieves specialization.
•Training cost to the
organization is practically
negligible.
DISADVANTAGES
• A worker is likely to get bored
and remain absent frequently.
•Quality and quantity may suffer
in the long run due to frustration.
•Organization may have to attract
workers by offering higher wages
JOB ENLARGEMENT
Job Enlargement means where two or more simple
tasks are combined and allotted to an employee
Eg: As in the case of vehicle driver, apart from driving he can
undertake the job of maintenance of the vehicle.
Increases job range, but not depth
Advantage :
More Variety In A Job
Acquiring Additional Proficiency.
Dissatisfaction Of Employees Can Not Be Avoided After A Long
Period Due To Boredom.
JOB ENRICHMENT
The concept of job enrichment was developed by
Fredrik Herzberg in the 1950s.
Job enrichment involves providing an employee
with more responsibility for a job and challenges
the individual’s skills at work.
Enrichment involves increasing the decision-
making authority and encouraging the employee
with their tasks.
ADVANTAGES DISADVANTAGES
Job enrichment is useful to both
the workers and the organization.
The worker gets achievement,
recognition and self-actualization.
The worker gets a sense of belonging
to the organization.
The worker finds the job meaningful.
Job enrichment reduces absenteeism,
labour- turnover and grievances.
It motivates the workers to give best performance.
In many cases, job enrichment
does not give the expected results.
It makes many changes in the
job. So many workers oppose it.
It has limited use for highly
skilled managers and professionals.
The consent of workers is not taken
before implementing job enrichment.
Managers force the workers to
accept job enrichment, which is not
good.
JOB ENRICHMENT : MERITS & DEMERITS
JOB ENRICHMENT V/S JOB ENLARGEMENT
Job Enrichment Job Enrichment + Job Enlargement
Routine Job Job Enlargement
No. of Task
Focus of Depth
JOB ROTATION
Job rotation refers to a
technique where the
employee is periodically
rotated from one job to
another within the work
design.
It involves moving
employees among
different jobs over a
period of time
1.Variety of skills:o Improve and increase the skills of the employee due
to organization as well as the individual benefit.
2.Improves earning capacity: o Due to job enlargement the person learns many new
activities.o Such people apply for jobs to other companies and
can bargain for more salary.
3.Wide range of activities:o Since a single employee handles multiple activities
the company can try and reduce the number of employee’s.
ADVANTAGES OF JOB ROTATION
1. Frequent interruption:
o A person who is doing a particular job and get it
comfortable suddenly finds himself shifted to
another job or department this interrupts the
work in both the departments
2. Reduces uniformity in quality:
o when a new worker I shifted or rotated in the
department, he takes time to learn the new job,
makes mistakes in the process and affects the
quality of the job.
DISADVANTAGES OF JOB ROTATION
CONCLUSIONJob analysis (also known as Work analysis) is a family of
procedures to identify the content of a job in terms of
activities involved and attributes or job requirements
needed to perform the activities. Job analysis provide
information to organizations which helps to determine
which employees are best fit for specific jobs.
Job design (also referred to as work design or task design)
is the specification of contents, methods and relationship of
jobs in order to satisfy technological and organizational
requirements as well as the social and personal
requirements of the job holder .The aim of a job design is to
improve Job Satisfaction, to improve through-put, to
improve quality and to reduce employee problems (e.g.,
grievances, absenteeism).