self hrm2 new
TRANSCRIPT
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A
PRESENTATION
GIVENON THE
TOPIC OF
JOB ANALYSIS & JOB DESIGN
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` The Fundamental process that forms the basis of
all human resource activities.
` It is the systematic process for gathering,
documenting and analyzing data about the workrequired for a job
` It provides an objective picture of the job, not the
person performing the job.
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` Acc. To the Scientific Management, key to
productivity is a precise understanding of the tasks
that constitute a job.
` The issue of comparable worth has alsocontributed to a new interest in job analysis.
` Comparable worth has also contributed to a new
interest in job analysis
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` job description:sets out the purpose,scope,duties
and responsibilities of a job.
` Job Specification: statement of skills, knowledge
and other personal attributes required to carry thejob.
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` Interviews
` Structured Questionnaire / Inventory
` Direct Observation
` Logbooks / Work Diaries
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` Usually conducted with
technical experts supervisors
` Questions like:
what are your most typical duties? How long do they take? How do you do them?
` Con: people may misrepresent/exaggerate job
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1. Decide howto use the information
2. Review relevant background information
3. Select representative positions
4. Conduct the analysis5. Verify with the worker and supervisor
6. Develop a job description and job specification (two
tangible outputs of job analysis)
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` Reduce Role Conflict and Ambiguity reduce discrepancy between what organization thinks job
is and what job is in reality
`
Design and Evaluation of Training focus training on most difficult and/or most frequent
elements of job
` Performance Appraisal criteria for appraisal should be matched with most
important elements of job
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` Recruitment and selection
`
Compensation
` Performance Appraisal
`
Training
` Discovering unassigned duties
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Job design is the function ofspecifying the work activities of anindividual or group in an
organizational setting The objective of job design is to
develop jobs that meet therequirements of the organization and
its technology and that satisfy thejobholders personal and individualrequirements
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` Why job design? Organizing work content in abest way to improve labor productivity-consideration of human factors.
` Classical approach: labor specialization: throughstandardization/ mechanization/fixed joblayout/fixed work method/..
` New approach: Human factors are mustconsidered in job design
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The elements of job design
Whatsequence?
Who
else?
How tointerfacewith thefacilities?
Whatenvironmentalconditions?
How muchautonomy?
Whatskills?
Where to
locate?
Whattasks?
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The objectives of job design
Jobdesign
impacts on
quality of working life
quality
speed
dependability
flexibility
cost
health and safety
All job design decisions
should attempt to devise
jobs which
- engage the interest of staff,
- are inherently safe
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` Job design: decision relate to how much jobs
should be specialized or enlarged.
` Benefits of specialization:
* less training time* faster work pace
* lower wages
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` Major objectives of job design: improve labor
efficiency and productivity with high worker
satisfaction.
* Job design is a complex task.---A major topic in IE ,many guidelines are
suggested.
* Job design in service operations: less formalized,
more flexible.
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` Work physiology sets work-rest cyclesaccording to the energy expended invarious parts of the job. The harder the
work, the more the need for restperiods.
` Ergonomics is a term used to describethe study of the physical arrangement
of the work space together with toolsused to perform a task. Fit the work tothe body rather than forcing the body toconform to the work.
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HowWhyWhenWhereWhatWho
Mental and
physical
characteristics
of the
work force
Tasks to be
performed
Geographic
locale of the
organization;
location of
work areas
Time of day;
time of
occurrence inthe work flow
Organizational
rationale for
the job; object-
ives and mot-ivation of the
worker
Method of
performance
andmotivation
Ultimate
Job
Structure
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Elements of
workers jobs
Suggested design guidelines Workers needs
affected
Workers job
tasks
Avoid machine pacing
Combine inspection tasks into jobs so that workers
inspect their own output
Allow open communication
Combine machine changeover, new job layouts,
setups and other elements of immediate job planning
into workers jobs
Self control
Self direction/
control
Socialization,
team building
Immediate job
setting
Rotate workers where practical between jobs that are
repetitive
Assign new workers to undesirable jobs for fixedperiods of time then transfer them to more preferred
jobs
Variety and
relief of boredom
and monotonyequity
Larger work
environment
Select and train supervisors who openly communicate
Remove barriers between managing and other
employees
recognition and
socialization
Equity and
recognition
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