Human ResourceManagement

ELEVENTH EDITON

PowerPoint Presentation

by Dr. Zahi Yaseen

PowerPoint Presentation

by Dr. Zahi Yaseen

Jobs and job analysisJobs and job analysis Jobs and job analysisJobs and job analysis

SECTION 2Staffing

theOrganization

SECTION 2Staffing

theOrganization

Chapter 6Chapter 6

Robert L. Mathis Robert L. Mathis John H. Jackson John H. Jackson

Jobs and job analysis• After you have read this chapter, you should be

able to : - Discuss workflow analysis and business process

reengineering 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 legal and behavioral aspects.

– Identify the components of job descriptions.

Jobs and job analysisChanging the nature of work and HR managementJobs that are routinized replaced by machines. Example:

In Banks, depositing and withdrawing money done by ATM machines.

In HR management , the most important activities associated with jobs are : Figure 1

1- Workflow analysis2- Re-engineering3- Job design4- job analysis 5- job descriptions

Influences Affecting

Jobs, People, and Related HR Policies

Figure 1

Jobs and job analysis

InputsInputsPeoplePeopleMaterialsMaterialsEquipmentEquipment

InputsInputsPeoplePeopleMaterialsMaterialsEquipmentEquipment

ActivitiesActivitiesTasks and Tasks and

JobsJobs

ActivitiesActivitiesTasks and Tasks and

JobsJobs

OutputsOutputsGoods and Goods and

ServicesServices

OutputsOutputsGoods and Goods and

ServicesServices

EvaluationEvaluationEvaluationEvaluation

•Workflow analysisWorkflow analysis A study of the way work (inputs, activities, and outputs) moves

through an organization.Work: Effort directed toward producing or accomplishing results.But the entire work to be done must be divided into jobs so that it can be coordinated in some logical way.Job: A grouping of tasks, duties, and responsibilities that constitutes the total work assignment for an employee

Jobs and job analysis

• Business process Re-engineeringBusiness process Re-engineering

Measures for improving such activities as product development, customer service , and service delivery.

Re-engineering consists of three phases:

1- Re-think: Examine how workflow and jobs in the company affect customer satisfaction and service.

2- Re-design: analyze how jobs put together, workflow, and how results achieved, and do necessary redesign.

3- Re-tool: look at new technologies ( equipments, computers, software) to improve productivity, service quality, and customer service.

Jobs and job analysis

• Job DesignJob Design

Organizing tasks, duties, and responsibilities into a productive unit of work, It’s a process of matching characteristics of people with characteristic of job ( Person/job fit. Figure 2). It’s dealing with job enlargement/ job enrichment, and job rotation.

Job design receive greater attention because :- Job design can influence performance in certain jobs.- Job design can affect job satisfaction- Job design can affect both physical and mental health.

Jobs and job analysis

Person/job fitFigure 2 PersonsPersons

•Energy•Talents•Interests•Needs & wants•Productivity•Job satisfaction

JobsJobs•Content•Tasks•Duties•Responsibilities•Methods used•Other people•Status•Tools and equipments

Jobs and job analysis• Job DesignJob Design Three approached to job design:• Job EnlargementJob Enlargement

Broadening the scope of a job by expanding the number of different tasks to be performed. Example: A nurse in a hospital help doctors in the emergency section, under the job enlargement , the nurse will be called in other hospital sections.

• Job EnrichmentJob EnrichmentIncreasing the depth of a job by adding the responsibility

for planning, organizing , controlling, and evaluating the job. In our example: Under the job enrichment , the nurse promoted to be in charged of all nurses activities in the emergency section.

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

example: The nurse assigned one year as reception.

Job Characteristics

Skill Variety The extent to which the work requires several different activities for successful completion.

Task Identity

The 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 Significance The impact the job has on other people.

Autonomy The extent of individual freedom and discretion in the work and its scheduling.

Feedback The amount of information received about how well or how poorly one has performed.

• Characteristics of Jobs:Characteristics of Jobs: a model developed by Hackman and Oldham for better results and outcomes. Figure 3. Figure 3

Job Characteristics Model :Figure 3

•Using Teams in JobsUsing Teams in Jobs: another way of enhancing productivity and quality at work:

Types of Teams

Special-Purpose Team

Organizational team formed to address specific problems, improve work processes, and enhance product and service quality.

Quality Circle Small group of employees who monitor productivity and quality and suggest solutions to problems.

Production Cells Grouping of workers who produce components or entire products.

Self-directed Work Team

A team composed of individuals assigned a cluster of tasks, duties, and responsibilities to be accomplished.

Shamrock Team A team composed of a core of members, resource experts who join the team as appropriate, and part-time/temporary members as needed

(Figure 4)

Shamrock TeamFigure 4

Team Jobs

• Advantages

1. Improved productivity

2. Increased employee involvement

3. More widespread employee learning

4. Greater employee ownership of problems

• Disadvantages

1. Requires employees to be “group oriented”

2. Not appropriate for most work in organizations

3. Can be overused

4. Difficult to measure team performance

5. Individual compensation interferes with team concept

•Alternative Work SchedulesAlternative Work Schedules

• Flextime– A work scheduling arrangement in which employees work a set

number of hours per day but vary their starting and ending times.• Compressed Work Week

– A work schedule in which a full week’s work is accomplished in fewer than five days.

• Telecommuting– The process of going to work via electronic computing and

telecommunications equipment.• Temporary Locations

– Hoteling– Virtual office

• Effects of Alternative Work Arrangements– A shift to evaluating employees on results– Greater trust, less direct supervision– Lack of direct contact (visibility)

•Job AnalysisJob AnalysisA systematic way to gather and analyze information

about the content, context, and the human requirements of jobs . It’s about what people are It’s about what people are doing in the job.doing in the job. It includes: Work activities and behaviors , Interactions with others, Performance standards, Machines and equipments used, Working conditions, Knowledge, skills, and abilities needed. Figure 5

– Task-Based Job AnalysisTask-Based Job Analysis• Task: identifiable work activity composed of motions• Duty: A larger work segment composed of several

tasks that are performed by an individual• Responsibilities: Obligations to perform certain tasks

and duties

Job Analysis in Perspective

Figure 5

Stages in the job analysis processPlanning the job analysis1- identify objectives of job analysis, redesign, change structure2- obtain top management support, managers involvement

Preparing and communicating the job analysis1- Identify jobs and methodology, hourly jobs, jobs in one division2- review existing job documentation, org chart, job description3- communicate process to managers and employees, participation

Conducting the job analysis1- Gather job analysis data, survey, questionnaires2- Review and compile data, job, job family, and org chart

Developing job descriptions and job specifications1- Draft job descriptions and specifications, duties, skills, knowledge2- review drafts with managers and employees, participation3- identify recommendations4- finalize job descriptions and recommendations

Maintain and updating job descriptions and job specifications1- update job descriptions and specifications as organizationChanges, such time of vacancy. 2- periodically review jobs, new technology.

•Job Analysis MethodsJob Analysis Methods

• Observation: observe the individual perform the job and take notes. Figure 6

• Interviewing: visit each job site and talk with employees performing each job.

• Questionnaires: a survey used to gather information about a job. Position analysis questionnaire (PAQ), work oriented survey. Management position description questionnaire (MPDQ).

• Computerized job analysis: to develop more accurate and comprehensive job description, linked to compensation program, and performance appraisal system.

Job 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

Figure 6

•Job Descriptions and Job Specifications

• Job Description– Identification of the tasks, duties, and

responsibilities of a job

• Performance Standards– Indicator of what the job accomplishes and

how performance is measured in key areas of the job description.

• Job Specification– The knowledge, skills, and abilities (KSAs) an

individual needs to perform a job satisfactory.

Job Description Components

• Identification– Job title– Reporting

relationships– Department– Location– Date of analysis

• General Summary– Describes the job’s

distinguishing responsibilities and components

• Essential Functions and Duties– Lists major tasks, duties

and responsibilities• Job Specifications

– Knowledge, skills, and abilities

– Education and experience

– Physical requirements• Disclaimer

– Of implied contract• Signature of approvals

Sample of job description and specification JOB DESCRIPTION Job Title: Secretary/Receptionist Reporting to: Company Accountant Working with: The Board and the MSM Team at

the Delphi Centre of Excellence British Computer Society: The company is accredited to the

BCS . Professional Development Scheme.

Duties and Responsibilities• This is a responsible position which sometimes includes work of

a confidential nature and the post-holder is required to have due regard for this at all times.

Job SpecificationsAt least 12 months experience in similar field, or had a training

session in the same field,