3 - job analysis midterm

7/31/2019 3 - Job Analysis Midterm

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Job Analysis

By-

Prof Radhika Gupta

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What Do I Need to Know?

1. Summarize the elements of work flow

analysis.

2. Describe how work flow is related to an

organizations structure.

3. Define the elements of a job analysis, and

discuss their significance in human

resource management.4. Tell how to obtain information for a job

analysis.

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What Do I Need to Know? (continued)

5. Summarize recent trends in job analysis.

6. Describe methods for designing a job so

that it can be done efficiently.

7. Identify approaches to designing a job to

make it motivating.

8. Explain how organizations apply

ergonomics to design safe jobs.

9. Discuss how organizations can plan for the

mental demands of a job.

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Work Flow In Organizations

Work FlowDesign

The processof analyzingtasksnecessaryfor theproductionof a productor service.

Position

The set ofduties (job)performedby aparticularperson.

Job

A set ofrelatedduties.

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Figure 4.1:

Developing a Work Flow Analysis

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Work Flow Design and

Organizations Structure

Within an organization, units andindividuals must cooperate to createoutputs.

The organizations structure bringstogether the people who must collaborateto efficiently produce the desired outputs.

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Firefighters work as a

team.

They and their equipment

are the inputs and the

output is an extinguished

fire and the rescue ofpeople and pets.

In any organization or

team, workers need to be

cross- trained in severalskills to create an

effective team.

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What is a Job?

Job A group of related

activities and duties

Position The different duties and

responsibilities performedby only one employee

Job Family A group of individual jobs

with similarcharacteristics

Job

Job Job Job

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Job Analysis

Goal Determine the duties and responsibilities of a

particular job

Determine how the job relates to other jobs and

the level of importance of the job

Determine the necessary qualifications in order to

perform the job

Determine the working conditions associated withthe job.

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JOB

ANALYSIS

Job

Analysis

JobDescriptions

JobSpecifications

The process of

getting detailed

information aboutjobs.

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Job Descriptions

Job Description:a list of tasks, duties,and responsibilities (TDRs) that a

particular job entails.

Key components:

Job Title

Brief description of the TDRs

List of the essential duties with detailed

specifications of the tasks involved in carrying

out each duty

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Figure 4.2: Sample JobDescription

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Job Specifications

Job Specification:a list of the knowledge,skills, abilities, and other characteristics(KSAOs) that an individual must have toperform a particular job.

Knowledge:factual or procedural informationnecessary for successfully performing a task.

Skill:an individuals level of proficiency atperforming a particular task.

Ability:a more general enduring capability thatan individual possesses.

Other Characteristics:job-related licensing,certifications, or personality traits.

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Figure 4.3: Sample JobSpecifications

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2009 Pearson Education

South Asia. All rightsreserved. 416

The Nature of Job Analysis

Figure 4.1

Information Collected by

HR Specialists


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Job Requirements

Relationship of Job Requirements

to Other HRM Functions

Recruitment

Selection

PerformanceAppraisal

Training andDevelopment

CompensationManagement

Determine recruitment qualifications

Provide job duties and job

specifications for selection process

Provide performance criteria forevaluating employees

Determine training needs and developinstructional programs

Provide basis for determiningemployees rate of pay

Presentation Slide 31

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Nuts and Bolts

Who is involved in the job analysis?

Management

Supervisors

Job analysts

Job incumbent

Unions Consultants

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Figure 3.1

The Process

of Job

Analysis

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Determining Job Requirements

What employee does

Why employee does it

How employee does it

Determining job requirements

Summary statement of the job

List of essential functions of thejob

Employee orientation

Employee instruction

Disciplinary action

Personal qualifications requiredin terms of skills, education andexperience

Recruitment

Selection

Development

Nature of:

Job Analysis

Job Description

Job Specification

Basis for:


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Steps in Job Analysis

Step 1: Decide how youll use theinformation.(write, compare, redefine, start

new)

Step 2: Review relevant background

information.(org charts, process job flow, etc)

Step 3: Select representative positions.(sample)

Step 4: Actually analyze the job.

Step 5: Verify the job analysis information.(w/ EE)

Step 6: Develop a job description and jobspecification.(s/b 2 separate documents)

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Charting the Organization

Organization chartA chart that shows the organizationwide

distribution of work, with titles of each

position and interconnecting lines thatshow who reports to and communicates to

whom.

Process chart

A work flow chart that shows the flow of

inputs to and outputs from a particular job.

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Process Chart for Analyzing a Jobs Workflow

Figure 42

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Methods of Collecting Job Analysis

Information

Figure 4.3

Methods of

CollectingInformation


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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

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TYPICAL QUESTIONS

What is the job being performed What are the major duties of the job

What other locations do you work in

What are the education, skills, certification/ licensing

requirements

What activities do you participate

What are the jobs responsibilities/ duties

What are the basic accountabilities/ performance stds

What are your responsibilities

What are your working conditions

What are the jobs physical, emotional or mental demands

What are the health and safety conditions

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Interview Guidelines

The job analyst and supervisor should worktogether to identify the workers who know the jobbest.

Quickly establish rapport with the interviewee.

Follow a structured guide or checklist, one that listsopen-ended questions and provides space foranswers.

Ask the worker to list his or her duties in order of

importance and frequency of occurrence.

After completing the interview, review and verify thedata.

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Information: Questionnaires

Information source

Have employees fill out

questionnaires to

describe their job-

related duties andresponsibilities.

Questionnaire formats

Structured checklists

Opened-endedquestions

Advantages

Quick and efficient way

to gather information

from large numbers of

employees

Disadvantages

Expense and time

consumed in preparing

and testing thequestionnaire

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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.

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Information: Participant Diary/Logs

Information source

Workers keep a

chronological diary/ log

of what they do and the

time spent in eachactivity.

Advantages

Produces a more

complete picture of the

job

Employee participation

Disadvantages

Distortion of information

Depends upon

employees toaccurately recall their

activities

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Position Analysis Questionnaire

A structured, behavioral questionnaire

194 items in 6 categories Information input (where and how the worker gets

information), Mental processes(reasoning and other processes that

workers use),

Work output (physical activities and tools used on the job),

Relationships

Job context (the physical and social contexts of work). Other characteristics

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Task Inventory Analysis

This technique is pioneered by the USAir Force to analyse the jobs held be airforce specialists.

Unlike PAQ, this task inventory

questionnaire is tailor made. TIQ is prepared by identifying a list of

tasks and their descriptions that arecomponents of different jobs.

The goal is to produce a comprehensivelist of task statements that are applicableto all jobs.

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Task Inventory Analysis

Task statements are then listed on atask inventory survey form to be

completed by the job analyst.

A task statement might be Inventoriescurrent supplies to maintain stock

levels

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Fleishman Job Analysis System

What is it?

Job analysis

technique that asks

subject-matter expertsto evaluate a job in

terms of the abilities

required to perform

the job.

Categories of abilities:

Written

comprehension

Deductive reasoning

Manual dexterity

Stamina

Originality

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Preparing the Job Description

JobAnalyst

InterviewQuestionnaire

InterviewQuestionnaireObservation

Supervisor

Employees

Combine and

reconcile data

Tentative

draft

FinalDraft

Securingconsensus


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Writing Job DescriptionsA job description

A written statement of what the workeractually does, how he or she does it, andwhat the jobs working conditions are.

Sections of a typical job description Job identification

Job summary

Responsibilities and duties

Authority of incumbent Standards of performance

Working conditions

Job specifications

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Sample Job

Description,

Pearson

Education(P 126 127)

Figure 47a

Source:Courtesy of HR Department,Pearson Education.

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Sample Job

Description,

Pearson

Education

Figure 47b

Source:Courtesy of HRDepartment, Pearson

Education.

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Marketing Manager Description

from

Standard Occupational Classification

Figure 48

20. 11-2021 Marketing Managers

Abstract: 11-2021 Marketing Managers. Determine the demand for

products and services offered by a firm and Its competitors andidentify potential customers. Develop pricing strategies with the

goal of maximizing the firms profits or share of the market while

ensuring the firms customers are satisfied.

Source:www.bis.gov, accessed November 13, 2003.

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The Job Description

Job identification Job title: name of job Preparation date: when the description

was written

Prepared by: who wrote the description Location of the job

Job summary Describes the general nature of the job Lists the major functions or activities (be

specific; not other duties)

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The Job Description (contd)

Relationships (chain of command) Reports to: employees immediate supervisor

Supervises: employees that the jobincumbent directly supervises

Works with: others with whom the job holderwill be expected to work and come intocontact with internally.

Outside the company: others with whom thejob holder is expected to work and come intocontact with externally.

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The Job Description (contd)

Responsibilities and dutiesA listing of the jobs major responsibilities and

duties (essential functions)

Defines limits of jobholders decision-makingauthority, direct supervision, and budgetarylimitations.

Standard Occupational Classification

Classifies all workers into one of 23 majorgroups of jobs which are subdivided into 96minor groups of jobs and detailedoccupations.

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SOCs

Major

Groups ofJobs

Table 42

Note:Within these major groupsare 96 minor groups, 449 broad

occupations, and 821 detailed

occupations.

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2009 Pearson Education South Asia. All rights reserved. 446

The Job Description

Standards of Performance and WorkingConditions Lists standards the employee is expected to

achieve under each of the job descriptionsmain duties

Standards must be specific Examples:


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Writing Job Specifications

Specifications for trained personnel Focus on traits like length of previous

service, quality of relevant training, and

previous job performance. Specifications for untrained personnel

Focus on physical traits, personality,

interests, or sensory skills that imply some

potential for performing or for being

trained to do the job.

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2009 Pearson Education

South Asia. All rightsreserved. 448


Specifications Based on Judgment Self-created judgments (common sense)

Basic question: What does it take in terms ofeducation, intelligence and training to do thisjob well?

Specifications Based on StatisticalAnalysis Attempts to determine statistically the

relationship between a predictor or human

trait and an indicator or criterion of jobeffectiveness.

Five-step procedure:


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Analyze the job and decide how to measure job

performance

Select personal traits (like finger dexterity) that you

believe should predict successful performance

Test candidates for these traits

Measure these candidates subsequent job

performance

Statistically analyze relationship between the human

trait (finger dexterity) and job performance

P t 5 J b A l i i


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Part 5: Job Analysis in a

Jobless World

Job is generally defined as a set ofclosely related activities carried out for

pay. Today, this has changed. There will

always be enormous amounts of work todo, but it is not going to be contained in

the familiar envelopes we call jobs.

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P t 5 S i li d t E l d


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Part 5: Specialized to Enlarged

Jobs

Experts like Adam Smith and Fredrick Taylor wrote

glowingly of the positive effects of work specialization.

By the mid-1900s writers wrote of the dehumanizing

effects of pigeonholing workers into highly repetitiveand specialized jobs.

Many proposed: Job Enlargement, Rotation and

Enrichment

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P t 5 S i li d t E l d


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Part 5: Specialized to Enlarged

Jobs

Job Enlargement: assigning workers additional same-level activities, thus increasing the number of activitiesthey perform. (instead of just one lousy job, I have two)

Job Rotation: systematically moving workers from one jobto another to enhance work team performance &/or

broaden his experience & identify strong & weak points. Job Enrichment: redesigning jobs in a way that increases

the opportunities for the worker to feel responsible,growth & recognition (by planning and controlling hiswork)

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Specialized to Enlarged Jobs

Job Enlargement = same-levelactivities

Job Rotation = moving from one job

to another Job Enrichment = redesigning to

experience more responsibility,

achievement, growth and recognition

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Wh D j bbi


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Why are managers Dejobbing

their companies

Dejobbing is broadening theresponsibilities of the companys jobs

and encouraging employees not to limitthemselves to whats on their job

description.

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Trends and De-Jobbing

Rapid product and

technological

changes

GlobalChanges

Demographics

Competition

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Wh D j bbi


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Why are managers Dejobbing

their companies

Flatter Organizations

Work Teams

Boundaryless Organizations (virtual,network, modular)

Reengineering

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Traditional Organization Chart

Executive Assistant

Manager

Manager

Manager

Sales Sales Sales

Manager

Director

East Region

Manager

Manager

Manager

Sales Sales

Manager

Director

West Region

Vice PresidentSales

Manager

Manager

Director

Public Relations

Vice PresidentMarketing

Clerk

Administrator

Director

Compensationand Benefits

Tech. Writer

Manager

Sr. Trainer

Sr. Trainer

Director

Training andDevelopment

Vice PresidentHuman Resources

Logistics

Plant Manager

Plant Manager

Director

Manufacturing

Vice PresidentOperations

Tax

Finance

Clerk

Accounting

Accounting

Accounting

Driector

Audit andAccounting

Vice PresidentFinance

President

Chief Executive Officer

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Flatter Organizations

Technical

Development

Team

Manufacturing

Engineering

Team

People

Systems

Team

Finance

Team

Purchasing and

Suppllier Quality

Team

Sales, Service and

Marketing

Team

Executive and

Operations

Team

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Flat and Boundaryless


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Flat and Boundaryless

Organizations

Procter & Gamble

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J b D i
http://www.pg.com/jobs/who_we_are/index.jhtmlhttp://www.pg.com/jobs/who_we_are/index.jhtmlhttp://www.gecareers.com/WorkingForGE/index.cfmhttp://www.walmartstores.com/http://www.walmartstores.com/http://www.ikea-usa.com/about_ikea/about.asp


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Job Design

Job Design:the process of defining howwork will be performed and what tasks willbe required in a given job.

Job Redesign:a similar process thatinvolves changing an existing job design.

To design jobs effectively, a person mustthoroughly understand: the job itself (through job analysis) and

its place in the units work flow (work flowanalysis)

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Figure 4 5: Approaches to Job


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Figure 4.5:Approaches to JobDesign

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Designing Jobs That Motivate: The Job


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Designing Jobs That Motivate: The JobCharacteristics Model

1. Skill varietythe extent to which a jobrequires a variety of skills to carry out the

tasks involved.

2. Task identitythe degree to which a jobrequires completing a whole piece of

work from beginning to end.

3. Task significancethe extent to whichthe job has an important impact on the

lives of other people.

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Designing Jobs that Motivate: The Job


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Designing Jobs that Motivate: The JobCharacteristics Model(continued)

4. Autonomy the degree to which the joballows an individual to make decisions

about the way work will be carried out.

5. Feedback - the extent to which a personreceives clear information about

performance effectiveness from the work

itself.

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Figure 4 6:


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Figure 4.6:

Characteristics of a Motivating Job

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Designing Jobs That Motivate ( )


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Designing Jobs That Motivate (continued):

Job Enlargement

JobEnlargeme

nt Broadening the

types of tasksperformed in ajob.

JobExtension

Enlarging jobsby combiningseveralrelatively simplejobs to form a

job with a widerrange of tasks.

JobRotation

Enlarging jobsby movingemployeesamong severaldifferent jobs.

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Designing Jobs That Motivate


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Designing Jobs That Motivate (continued)

Job Enrichment

Empowering workers by

adding more decision-

making authority to jobs.

Based on Herzbergs

theory of motivation.

Individuals are motivated

more by the intrinsicaspects of work.

Self-Managing WorkTeams

Have authority for anentire work process orsegment: schedule work

hire team members

resolve team performanceproblems

perform other duties

traditionally handled bymanagement

Team membersmotivated by autonomy,skill variety, and task

identity. 67

Test Yo r Kno ledge


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Test Your Knowledge

Adding more tasks to an existing job is

called ____________, while adding more

decision- making authority to jobs is called

_________.A. Job extension; job rotation

B. Job rotation; job enrichment

C. Job enlargement; job enrichmentD. Job enlargement; job rotation

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Designing Jobs That Motivate ( ti d)


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Designing Jobs That Motivate (continued):Flexible Work Schedules

Flextime

A scheduling policy inwhich full-timeemployees may choose

starting and ending timeswithin guidelinesspecified by theorganization.

A work schedule thatallows time forcommunity and familyinterests can beextremely motivating.

Job Sharing

A work option in which

two part-time employees

carry out the tasks

associated with a single

job.

Enables an organization

to attract or retain valued

employees who wantmore time to attend

school or take care of

family matters.

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FIGURE 4.7:ALTERNATIVES TOTHE 8-TO-5 JOB

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Designing Jobs That Motivate ( ti d)


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Designing Jobs That Motivate (continued):

Telework

Teleworkthe broad term for doing oneswork away from a centrally located office.

Advantages to employers include:

less need for office space greater flexibility to employees with special

needs

Easiest to implement for managerial,

professional, or sales jobs. Difficult to set up for manufacturing

workers.

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Designing Ergonomic Jobs


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Designing Ergonomic Jobs

Ergonomics the study of the interfacebetween individuals physiology and the

characteristics of the physical work

environment. The goal is to minimize physical strain on the

worker by structuring the physical work

environment around the way the human body

works.

Redesigning work to make it more worker-

friendly can lead to increased efficiencies.72

Even Office Work Can Tire You


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Even Office Work Can Tire You

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Designing Jobs That Meet Mental


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Designing Jobs That Meet Mental

Capabilities and Limitations

Work is designed to reduce theinformation- processing requirements ofthe job.

Workers may be less likely to makemistakes or have accidents.

Simpler jobs may be less motivating.

Technology tools may be distractingemployees from their primary taskresulting in increased mistakes andaccidents.

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Figure 4 8: Volume of E-mail at


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Figure 4.8: Volume of E-mail atWork

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Ways to Simplify a Jobs Mental


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Ways to Simplify a Job s Mental

Demands

Limit the amount of information andmemorization that the job requires.

Organizations can provide:

adequate lighting

easy-to-read gauges and displays

simple-to-operate equipment

clear instructions

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Competency-Based Job


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Competency Based Job

Analysis Competencies

Demonstrable characteristics of a person

that enable performance of a job.

Competency-based job analysis Describing a job in terms of the

measurable, observable, behavioral

competencies (knowledge, skills, and/or

behaviors) an employee must exhibit todo a job well (how a job is performed)

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Why Use Competency


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Why Use Competency

Analysis?

To support HPWS Traditional job descriptions (with their lists of specific

duties) may actually backfire if a high-performance work

system is the goal( EE work in a self motivated way in

teams rotating freely among jobs depending on skills with

overlapping responsibilities) Maintain a strategic focus

Describing the job in terms of the skills, knowledge, and

competencies the worker needs is more strategic( goal

oriented)

Measuring performance

Measurable skills, knowledge, and competencies are the

heart of any companys performance management

process.

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3 - job analysis midterm

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