1hrm session 2 job design to use

8/6/2019 1HRM Session 2 Job Design to Use

http://slidepdf.com/reader/full/1hrm-session-2-job-design-to-use 1/31

Job Analysis: An Overview



� Work Analysis & Design:

� What is Work Analysis; Methods ofWork Analysis; Writing JobDescriptions, Job Specifications etc.

� Organizational Structures



What is a Job?

� A job consists of a group of relatedactivities and duties- natural units ofwork that are similar and related

� They should be distinct from other jobs to avoid employee conflict and

enable employees to understand whatis expected of them



What is Job?

A Job consists of a group of related activities and duties and it

includes;

� Responsibility - the social force that binds you to your obligations and the courses of action demanded by that

force

� Authority - the power or right to give orders or make

decisions

� Accountability - responsibility to someone or for some

activity



What is Job Analysis?� Job Analysis is ´Obtaining information

about jobsµ using the following steps² Collecting and recording Job information

² Checking job information for accuracy

² Writing job descriptions based on theinformation

² Using the information for various HRpurposes

² Updating the information from time totime.



What is a Job description and Job

Specification?

� Job Description is a written narrativedescribing the activities performed on the

job, which includes information about keyactivities, equipment used and workingconditions

� A Job Specification outlines the specificskills , knowledge, abilities and otherphysical and personal characteristics thatare necessary to perform a job



Uses of job analysis

JOB

ANALYSIS

Recruitment

(job specs)

Selection

(job Description)

Training andDevelopment

Performance

Appraisal

Compensation

management

H

R

HR

Planning

RoleClarification

Career

Planning

Job

Design &

Re-design

JobEvaluation



Process of Job Analysis

JOBDATA

Tasks

Performance standards

Responsibilities

Knowledge required

Skills required

Experience needed

Job context

DutiesEquipment used

SOURCESOFDATAJob Analyst

Employee

SupervisorExpert

Non-human sources

JOBDESCRIPTION

Tasks

DutiesResponsibilities

METHODSOF

COLLECTING

DATAInterviews

Questionnaires

Observations

Records

JOB SPECIFICATION

Skill requirements

Physical demands

Knowledge requirements

Abilities needed

HUMAN RESOURCES

FUNCTIONS

Recruitment

Selection

Training & Development

Performance Appraisal

Compensation Mgt



Sources of Job Data

� Job Analyst

� Job incumbent/employee� Supervisor� Job experts

� Non-human sources² Existing job descriptions² Equipment maintenance records

² Training manuals and materials² Other literature e.g. magazines, the

net etc



Approaches to Job Analysis

� Narrative Job descriptions

² Job title, job identification, briefwritten summary of the job,knowledge and education and

abilities needed to perform job, listof machines, tools, equipment used,working conditions.

� Functional Job analysis

² Job analysts identify and describetasks performed, and analyze eachtask against several scales, write upperformance standards




�P

osition Analysis Questionnaire² Analysis using a questionnairethat has items on sources of

information used to perform a job, mental processes used on job, actual output of job,

relationships with others on the job etc. Job-dimension scoresare given using scales




� Critical Incident Method

² Expert write up critical incidents,which are sorted into job behaviorsby experts and rated for

importance� Engineering approach

² Involves examining specific

procedural steps and bodymovements, using time and motionstudies, flow charts etc.



Writing Clear and Specific Job

Descriptions

� Direct and simply worded

� Present tense

� How often duties are performed should bementioned (e.g. occasionally)

� Use action verbs followed by the outcomes

(e.g. approaches a customer to establishrapport with customer and forward theprocess of sale)



Job Descriptions� Job Title

� Job Identification� Job Summary or Principal Accountability� Essential Functions/Job Duties� Supervision given

� Supervision received� Relationship to other jobs� Machines, tools and equipment used

� Working conditions� Unusual terms



Writing Job Specifications

� Physical requirements� Educational requirements (minimum

level required, certificates/ licensesrequired)

� Special skills required (e.g. artistic

skill for musician)� Experience required� Age (in India only)



©2005 Prentice HallInc. All rights reserved. 4±17

The Job Description (cont¶d)� R elationships (chain of command)

± R eports to: employee¶s immediate supervisor

± Supervises: employees that the job incumbent

directly supervises

± Works with: others with whom the job holder

will be expected to work and come into contact

with internally.

± Outside the company: others with whom the job

holder is expected to work and come into



©2005 Prentice HallInc. All rights reserved. 4±18

The Job Description (cont¶d)� R esponsibilities and duties

± A listing of the job¶s major responsibilities and

duties (essential functions)

± Defines limits of jobholder¶s decision-making

authority, direct supervision, and budgetary

limitations.

� Standard Occupational Classification

± Classifies all workers into one of 23 major

groups of jobs which are subdivided into 96



Job Design

� Job design is structuring jobs inorder to improve organizationalefficiency and employee satisfaction



Concerns during Job Designing

� Organisational objectives� Behavioral concerns� Job Characteristics

² Skill variety² Task Identity² Task Significance² Autonomy

² Feedback� Job Rotation.� Job Enlargement.� Job Enrichment.



Concerns during Job Designing

� Job Evaluation.� Job Title

� Job Hierarchy� Employee empowerment² Participation² Innovation² Access to information² Accountability

� Industrial engineering concerns� Ergonomic considerations



©

2005 Prentice HallInc. All rights reserved. 4±23

From Specialized to Enlarged

Jobs� Job enlargement

± Assigning workers additional same level

activities, thus increasing the number of

activities they perform.

� Job enrichment

± R edesigning jobs in a way that increases theopportunities for the worker to experience

feelings of responsibility, achievement, growth,

and recognition.



Exercise� Pick any job, eg liftman, salesman, lathe

machine operator, etc.

Try to re-design the job using the followingfactors:² Skill variety² Task Identity

² Task Significance² Autonomy² Feedback



© 2005 Prentice Hall

Inc. All rights reserved.

4±25

From Specialized to Enlarged

Jobs (cont¶d)� Job rotation

± Moving a trainee from department to

department to broaden his or her experience

and identify strong and weak points to prepare

the person for an enhanced role with the

company

± Systematically moving workers from one job toanother to enhance work team performance.



Exercise� Pick any job, eg liftman, salesman, lathe

machine operator, etc.

Try to re-design the job using the followingfactors:² Skill variety² Task Identity

² Task Significance² Autonomy² Feedback





4±27

Why Managers Are Dejobbing

Their Companies� Dejobbing

± Broadening the

responsibilities of the

company¶s jobs ± Encouraging employee

initiative.

� Internal factors leading to

dejobbing

± Flatter organizations

± Work teams

� External factors leading to

dejobbing.

± R apid product and

technological change ± Global competition

± Deregulation,

± Political instability,

± Demographic changes

± R ise of a service

economy.





4±28

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 to do a job well.





4±29

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.

� Maintain a strategic focus

± Describing the job in terms of the skills,knowledge, and competencies the worker needs

is more strategic.

� Measuring performance

± Measurable skills knowled e and





4±30

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.

� Maintain a strategic focus

± Describing the job in terms of the skills,knowledge, and competencies the worker needs

is more strategic.

� Measuring performance

± Measurable skills knowled e and





4±31

Performance Management� Performance management

± Managing all elements of the organizational

process that affect how well employees perform.

� Types of competencies

± General competencies� reading, writing, and mathematical reasoning.

± Leadership competencies

� leadership, strategic thinking, and teaching others.

± Technical competencies

1hrm session 2 job design to use

Documents