Chapter 6 Jobs and Job Analysis

Copyright © 2005 Thomson Business & Professional Publishing.All rights reserved.

ROBERT L. MATHIS

JOHN H. JACKSON

PowerPoint Presentation by Charlie CookThe University of West Alabama

Jobs and Job AnalysisJobs and Job Analysis

Chapter 6Chapter 6

SECTION 2SECTION 2Staffing theStaffing the

OrganizationOrganization

Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved.

6–2

Learning ObjectivesLearning ObjectivesLearning ObjectivesLearning Objectives

• After you have read this chapter, you should be able to:

Discuss workflow analysis and business process re-engineering as approaches to organizational work.

Define job design and identify five design characteristics for jobs.

Explain how work schedules and telework are affecting jobs and work.

Describe job analysis, and the stages in and methods used in the job analysis process.

Indicate how job analysis has both behavioral and legal aspects.

Identify the components of job descriptions.


6–3

HR Management and JobsHR Management and JobsHR Management and JobsHR Management and Jobs

• Dividing Work into JobsWork

Effort directed toward producing or accomplishing results.

Job A grouping of tasks, duties, and responsibilities that

constitutes the total work assignment for an employee.

• Approaches to Understanding JobsWorkflow analysisRe-engineeringJob designJob analysisJob descriptions and job specifications


6–4

Influences Influences Affecting Jobs, Affecting Jobs,

People, and People, and Related HR Related HR

PoliciesPolicies

Influences Influences Affecting Jobs, Affecting Jobs,

People, and People, and Related HR Related HR

PoliciesPolicies

Figure 6–1


6–5

Workflow AnalysisWorkflow AnalysisWorkflow AnalysisWorkflow Analysis

• Workflow AnalysisA study of the way work (inputs, activities, and

outputs) moves through an organization.

InputsInputsPeoplePeople

MaterialsMaterialsEquipmentEquipment

InputsInputsPeoplePeople

MaterialsMaterialsEquipmentEquipment

ActivitiesActivitiesTasks and Tasks and

JobsJobs

ActivitiesActivitiesTasks and Tasks and

JobsJobs

OutputsOutputsGoods and Goods and

ServicesServices

OutputsOutputsGoods and Goods and

ServicesServices

EvaluationEvaluation


6–6

Business Process Re-engineeringBusiness Process Re-engineeringBusiness Process Re-engineeringBusiness Process Re-engineering

• Business Process Re-engineering (BPR)Measures for improving such activities as product

development, customer service, and service delivery.

• Phases of ReengineeringRethinkRedesignRetool


6–7

Importance Of Job DesignImportance Of Job DesignImportance Of Job DesignImportance Of Job Design

• Job DesignOrganizing tasks, duties, and responsibilities into a

productive unit of work.

• Person/job FitMatching characteristics of people with characteristics

of jobs.

Job DesignJob DesignJob DesignJob Design

Job Job SatisfactionSatisfaction

Job Job SatisfactionSatisfaction

Job Job PerformancePerformance

Job Job PerformancePerformance

Physical andPhysical andMental HealthMental Health

Physical andPhysical andMental HealthMental Health


6–8

Person/Job FitPerson/Job FitPerson/Job FitPerson/Job Fit

Figure 6–2


6–9

Nature of Job DesignNature of Job DesignNature of Job DesignNature of Job Design

• Job EnlargementBroadening the scope of a job by expanding the

number of different tasks to be performed.

• Job Enrichment Increasing the depth of a job by adding the

responsibility for planning, organizing , controlling, and evaluating the job.

• Job RotationThe process of shifting a person from job to job.


6–10

Characteristics of JobsCharacteristics of JobsCharacteristics of JobsCharacteristics of Jobs

• Skill VarietyThe extent to which the work requires several

different activities for successful completion.

• Task IdentityThe extent to which the job includes a “whole”

identifiable unit of work that is carried out from start to finish and that results in a visible outcome.

• Task SignificanceThe impact the job has on other people.


6–11

Characteristics of JobsCharacteristics of JobsCharacteristics of JobsCharacteristics of Jobs

• AutonomyThe extent of individual freedom and discretion in the

work and its scheduling.

• FeedbackAmount of information employees receive about how

well or how poorly they have performed.


6–12

Job Characteristics ModelJob Characteristics ModelJob Characteristics ModelJob Characteristics Model

Figure 6–3


6–13

Using Teams in JobsUsing Teams in JobsUsing Teams in JobsUsing Teams in Jobs

• Types of Teams

Special-Purpose Team Organizational team formed to address specific problems,

improve work processes, and enhance product and service quality.

Self-directed Work Team A team composed of individuals assigned a cluster of tasks,

duties, and responsibilities to be accomplished.

Virtual Team Organizational team composed of individuals who are

geographically separated but linked by communications technology.


6–14

Factors Affecting Virtual Team SuccessFactors Affecting Virtual Team SuccessFactors Affecting Virtual Team SuccessFactors Affecting Virtual Team Success

Figure 6–4


6–15

Team JobsTeam JobsTeam JobsTeam Jobs

• AdvantagesImproved productivity

Increased employee involvement

More widespread employee learning

Greater employee ownership of problems

• DisadvantagesRequires employees to

be “group oriented”

Not appropriate for most work in organizations

Can be overused

Difficult to measure team performance

Individual compensation interferes with team concept


6–16

Work SchedulesWork SchedulesWork SchedulesWork Schedules

• Global Work Schedule DifferencesThe number of work hours in a week varies from

country to country.

• Work Schedule AlternativesLonger daily hours (e.g., 4-day, 40 hours)

• Shift WorkShift differentials for evening or night shift work

• Compressed Work WeekA work schedule in which a full week’s work is

accomplished in fewer than five days.


6–17

Work SchedulesWork SchedulesWork SchedulesWork Schedules

• FlextimeA work scheduling arrangement in which employees

work a set number of hours per day but vary their starting and ending times.

• Job SharingA scheduling arrangement in which two employees

perform the work of one full-time job.


6–18

Alternative Work LocationsAlternative Work LocationsAlternative Work LocationsAlternative Work Locations

• TelecommutingThe process of going to work via electronic computing

and telecommunications equipment.

• Temporary LocationsOffice nomadsVirtual office

• Effects of Alternative Work ArrangementsA shift to evaluating employees on resultsGreater trust, less direct supervisionLack of direct contact (visibility)


6–19

Telework Concerns of Management Telework Concerns of Management and Employeesand Employees

Telework Concerns of Management Telework Concerns of Management and Employeesand Employees

Figure 6–5

Source: “Telework Concerns of Management and Employees,” HR Executive Series: Focus on Telecommunicating Executive Summary, Bureau of National Affairs, Winter 2002, 2. For more information about this publication and other HR solutions visit http://hrcenter.bna.com or call 800-372–1033. Used with permission.


6–20

The Nature of Job AnalysisThe Nature of Job AnalysisThe Nature of Job AnalysisThe Nature of Job Analysis

• Job AnalysisA systematic way of gathering and analyzing

information about the content, context, and the human requirements of jobs.Work activities and behaviors

Interactions with others

Performance standards

Financial and budgeting impact

Machines and equipment used

Working conditions

Supervision given and received

Knowledge, skills, and abilities needed


6–21

Job Analysis in Job Analysis in PerspectivePerspective

Job Analysis in Job Analysis in PerspectivePerspective

Figure 6–6


6–22

Task-Based Job AnalysisTask-Based Job AnalysisTask-Based Job AnalysisTask-Based Job Analysis

• TaskA distinct, identifiable work activity composed of

motions

• DutyA larger work segment composed of several tasks that

are performed by an individual

• ResponsibilitiesObligations to perform certain tasks and duties


6–23

Competency-Based Job AnalysisCompetency-Based Job AnalysisCompetency-Based Job AnalysisCompetency-Based Job Analysis

• Competencies Individual capabilities that can be linked to enhanced

performance by individuals or teams.Technical competencies Behavioral competencies

• Reasons for using a competency approach:To communicate valued behaviors within the

organizationTo raise competency levels throughout the

organizationTo emphasize people’s capabilities for enhancing the

competitive advantage of the organization


6–24

Competency Analysis MethodologyCompetency Analysis MethodologyCompetency Analysis MethodologyCompetency Analysis Methodology

• Identify future performance results areas critical to the organization.

• Assemble panel groups familiar with the company.

• Interview panel members to get examples of job behaviors.

• Develop detailed descriptions of competencies.

• Rate competencies and levels need to meet them.

• Standards of performance are identified and tied to jobs.


6–25

Typical Division of HR Responsibilities: Typical Division of HR Responsibilities: Job AnalysisJob Analysis

Typical Division of HR Responsibilities: Typical Division of HR Responsibilities: Job AnalysisJob Analysis

Figure 6–7


6–26

Stages in the Job Stages in the Job Analysis ProcessAnalysis Process

Stages in the Job Stages in the Job Analysis ProcessAnalysis Process

Figure 6–8


6–27

Job Analysis MethodsJob Analysis MethodsJob Analysis MethodsJob Analysis Methods

Job AnalysisJob AnalysisMethodsMethods

Job AnalysisJob AnalysisMethodsMethods

QuestionnairesQuestionnairesQuestionnairesQuestionnairesObservationObservation

Work SamplingWork SamplingDiary/LogDiary/Log

ObservationObservation

Work SamplingWork SamplingDiary/LogDiary/Log

InterviewingInterviewingInterviewingInterviewing

Special izedSpecial izedJob AnalysisJob Analysis

MethodsMethods

PAQPAQMPDQMPDQ

SpecializedSpecializedJob AnalysisJob Analysis

MethodsMethods

PAQPAQMPDQMPDQ

ComputerizedComputerizedJob AnalysisJob Analysis

ComputerizedComputerizedJob AnalysisJob Analysis


6–28

Typical Areas Covered in a Job Analysis Typical Areas Covered in a Job Analysis QuestionnaireQuestionnaire

Typical Areas Covered in a Job Analysis Typical Areas Covered in a Job Analysis QuestionnaireQuestionnaire

Figure 6–9


6–29

Job Analysis and Job Analysis and the U.S. Department of Laborthe U.S. Department of Labor

Job Analysis and Job Analysis and the U.S. Department of Laborthe U.S. Department of Labor

• Functional Job Analysis (FJA)Goals of the organizationWhat workers do to achieve goalsLevel and orientation of what workers doPerformance standardsTraining content

• O*Net OnlineOnline information on skills, abilities, knowledge, work

activities, and interests associated with a wide range of jobs and occupations from DOL job research.


6–30

Behavioral Aspects of Job AnalysisBehavioral Aspects of Job AnalysisBehavioral Aspects of Job AnalysisBehavioral Aspects of Job Analysis

Employee Fears and AnxietiesEmployee Fears and AnxietiesEmployee Fears and AnxietiesEmployee Fears and Anxieties

““Inflation” of Jobs and TitlesInflation” of Jobs and Titles““Inflation” of Jobs and TitlesInflation” of Jobs and Titles

Managerial Anxieties (Straitjacket)Managerial Anxieties (Straitjacket) Managerial Anxieties (Straitjacket)Managerial Anxieties (Straitjacket)

Current Incumbent EmphasisCurrent Incumbent EmphasisCurrent Incumbent EmphasisCurrent Incumbent Emphasis

BehavioralBehavioralAspects of Aspects of

JobJobAnalysisAnalysis

BehavioralBehavioralAspects of Aspects of

JobJobAnalysisAnalysis


6–31

Legal Aspects of Job AnalysisLegal Aspects of Job AnalysisLegal Aspects of Job AnalysisLegal Aspects of Job Analysis

• Job Analysis and the Americans with Disabilities Act (ADA)

Essential job functions—fundamental duties of the job that are performed regularly, require significant amounts of time, cannot be easily assigned to another employee, and are necessary to accomplish the job.

Marginal job functions—duties that are part of the job but are incidental or ancillary to the purpose and nature of the job.


6–32

Determining Essential and Marginal Job FunctionsDetermining Essential and Marginal Job FunctionsDetermining Essential and Marginal Job FunctionsDetermining Essential and Marginal Job Functions

Figure 6–10


6–33

Job Analysis and Wage/Hour RegulationsJob Analysis and Wage/Hour RegulationsJob Analysis and Wage/Hour RegulationsJob Analysis and Wage/Hour Regulations

• Fair Labor Standards Act

To qualify for an exemption from the overtime provisions of the act:

Exempt employees can spend no more than 20% of their time on manual, routine, or clerical duties.

Exempt employees must spend at least 50% of their time performing their primary duties as executive, administrative, or professional employees.


6–34

Job Descriptions and Job SpecificationsJob Descriptions and Job SpecificationsJob Descriptions and Job SpecificationsJob Descriptions and Job Specifications

• Job DescriptionIdentification of the tasks, duties, and responsibilities of

a job

• Performance StandardsIndicator of what the job accomplishes and how

performance is measured in key areas of the job description.

• Job SpecificationThe knowledge, skills, and abilities (KSAs) an

individual needs to perform a job satisfactorily.


6–35

Sample Job Duty Statements and Performance StandardsSample Job Duty Statements and Performance StandardsSample Job Duty Statements and Performance StandardsSample Job Duty Statements and Performance Standards

Figure 6–11


6–36

Job Description ComponentsJob Description ComponentsJob Description ComponentsJob Description Components

• IdentificationJob titleReporting relationshipsDepartmentLocationDate of analysis

• General SummaryDescribes the job’s

distinguishing responsibilities and components

• Essential Functions and DutiesLists major tasks, duties and

responsibilities

• Job SpecificationsKnowledge, skills, and

abilitiesEducation and experiencePhysical requirements

• DisclaimerOf implied contract

• Signature of approvals


6–37

Sample Job DescriptionSample Job DescriptionSample Job DescriptionSample Job Description

Figure 6–12


6–38

Sample Job Description (cont’d)Sample Job Description (cont’d)Sample Job Description (cont’d)Sample Job Description (cont’d)

Figure 6–12 cont’d


6–39

Sample Job Description (cont’d)Sample Job Description (cont’d)Sample Job Description (cont’d)Sample Job Description (cont’d)

Figure 6–12 cont’d

Recruiting & HR

Chapter 6 Jobs and Job Analysis