chapter 6
DESCRIPTION
Chapter 6. Jobs and Job Analysis. HR Management and Jobs. Dividing Work into Jobs Work Effort directed toward producing or accomplishing results. Job A grouping of tasks, duties, and responsibilities that constitutes the total work assignment for an employee. - PowerPoint PPT PresentationTRANSCRIPT
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Chapter 6Chapter 6Chapter 6Chapter 6
Jobs and Job Analysis
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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
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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
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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
EvaluationEvaluationEvaluationEvaluation
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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
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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
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Person/Job FitPerson/Job FitPerson/Job FitPerson/Job Fit
Figure 6–2
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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.
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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.
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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.
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Job Characteristics ModelJob Characteristics ModelJob Characteristics ModelJob Characteristics Model
Figure 6–3
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Using Teams in JobsUsing Teams in JobsUsing Teams in JobsUsing Teams in Jobs
• Types of TeamsSpecial-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.
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Factors Affecting Virtual Team SuccessFactors Affecting Virtual Team SuccessFactors Affecting Virtual Team SuccessFactors Affecting Virtual Team Success
Figure 6–4
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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
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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.
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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.
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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)
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Telework Concerns of Management Telework Concerns of Management and Employeesand Employees
Telework Concerns of Management Telework Concerns of Management and Employeesand Employees
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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
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Job Analysis in Job Analysis in PerspectivePerspective
Job Analysis in Job Analysis in PerspectivePerspective
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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
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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
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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.
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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
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Stages in the Job Stages in the Job Analysis ProcessAnalysis Process
Stages in the Job Stages in the Job Analysis ProcessAnalysis Process
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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
SpecializedSpecializedJob AnalysisJob Analysis
MethodsMethods
PAQPAQMPDQMPDQ
SpecializedSpecializedJob AnalysisJob Analysis
MethodsMethods
PAQPAQMPDQMPDQ
ComputerizedComputerizedJob AnalysisJob Analysis
ComputerizedComputerizedJob AnalysisJob Analysis
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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
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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.
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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
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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.
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Determining Essential and Marginal Job FunctionsDetermining Essential and Marginal Job FunctionsDetermining Essential and Marginal Job FunctionsDetermining Essential and Marginal Job Functions
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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.
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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.
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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
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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
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Sample Job DescriptionSample Job DescriptionSample Job DescriptionSample Job Description
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Sample Job Description (cont’d)Sample Job Description (cont’d)Sample Job Description (cont’d)Sample Job Description (cont’d)
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Sample Job Description (cont’d)Sample Job Description (cont’d)Sample Job Description (cont’d)Sample Job Description (cont’d)