2.job analysis n design 1 (final)
DESCRIPTION
Job Analysis / HRMTRANSCRIPT
Job Analysis
and Design
Job Analysis Job Analysis is the process of collecting job related
information. Such information helps in the preparation of job description and job specification.
Job analysis is a systematic exploration of the activities within a job. It is a basic technical procedure, one that is used to define the duties,responsibilities and accountabilities of a job.
Job Analysis
Job Description Job Specification
Job Description Job Description implies objective listing of the job
title, task, duties & responsibilities involved in a job.
• Job Title Location Job Summary Duties Machines, tools & equipments Supervision given or received Working conditions Hazards
Job Specification
Job Specification involves listing of employees qualifications,skills & abilities. These specifications are needed to do the jobsatisfactorily.
Education ExperienceTrainingJudgmentInitiativePhysical effortphysical skillsResponsibilitiesCommunication SkillsEmotional CharacteristicsUnusual sensory demands such as sight, smell, hearing
Steps in Job Analysis
1. Collecting and recording job information.2. Checking the job information for accuracy.3. Writing job descriptions based on information.4. Using the information to determine the skills,
abilities and knowledge that are required on the job.
5. Updating the information from time to time.
Benefits of Job analysis
Laying the foundation for human resource planning.
Laying the foundation for employee hiring. Laying the foundation for training &
development. Laying the foundation for salary & wage fixation. Laying the foundation for safety and health.
Process of Job analysis
Gather Information
Process Information
Job Description
Job Specification
Strategic Choices
Strategic Choices
With regard to Job analysis, an organization isrequired to make at least 5 choices.
1. The extent of employee involvement in job analysis.2. The level of details of the analysis.3. Timing & frequency of analysis.4. Past-oriented versus future-oriented job analysis.5. Sources of job data.
Employee Involvement: The extent to whichemployees are involved in job analysis depends upon the needs of both the organization and theemployees.
The Level of Details: The nature of job beinganalyzed determines the level of detail in job analysis.The level of details required in job analysis alsodepends upon the purpose for which job relateddetails being collected.
Timing & frequency of Analysis:Job analysis is generally conducted
1. An organization is newly established & job analysis is initiated for the first time.
2. A new job is created in an established company3. A job is changed significantly due to change in
technology,methods,procedures or systems.4. The organization is contemplating a new
remuneration plan.5. The employees or managers feel that there exist
certain inequities between job demands & the remuneration it carries.
Past-Oriented versus Future-Oriented
Past-Oriented job analysis information describes howthe job has been done in the past and the manner inwhich it is being currently done.
Future –Oriented job analysis help predictions regardinghow the job will be done in the future & the way it shouldbe done.
Sources of job data
Non-human sources
Existing job descriptions & specifications
Equipment maintenance record
Equipment design blueprints
Architectural blueprints of work area
Films of employee working Training manuals & other
job training materials Popular literature e such
as magazines & newspapers
Human sources
Job Analysts Job incumbents Supervisors Job experts
Uses of Job Description & Job Specification
Personnel Planning Performance Appraisal Hiring Training & Development Job evaluation & compensation Health & safety Employee Discipline Work Scheduling Career Planning
Types of Job Analysis Information
1. Work Activities2. Machines, tools, Equipments & work Aids Used3. Job Context4. Personal Requirements
Persons responsible for data collection- advantages & disadvantages
Persons collecting job analysis data
Advantages Disadvantages
Trained Analyst Objectivity is maximized Consistent reporting of information Expertise in job-analysis method used
Expensive May overlook certain intangible aspects of job because of lack of familiarity
Supervisor Familiarity with jobs being analyzed Fast data collection Intangible aspects of job too are collected
Needs training for effective job analysis Severe time burden imposed Objectivity may be a problem collected Less standardization of data
Persons collecting job analysis data
Advantages Disadvantages
Job Holder Greater familiarity with the job Fast data collection Less expensive
Problems with response patterns due to ambiguity in job analysis questionnaire Poor standardization of data Restrictive job sample(unless other employees in the same job also analyze their jobs)
Purposes/ Uses of Job Analysis
Job Analysis
JobSpecification
JobDescription
HRP
Job Evaluation
Remuneration
Performance Appraisal
Personnel Information
Safety & Health
Training & Development
Recruitment & Selection
Human Resource Planning: HRP determines as tohow many & what type of personnel will needed in thenear future.
Recruitment & Selection: Recruitment needed to bepreceded by job analysis.The objective of employeehiring is to match the right people with the right jobs.
Training & Development: Training & developmentprogrammes can be designed depending on the jobrequirements.
Job Evaluation: Job evaluation involvesdetermination of relative worth of each job for thepurpose of establishing wage & salary differentials.
Remuneration: Remuneration also involves fringebenefits, bonus & other benefits. Remuneration must bebased on the relative worth of each job.
Performance Appraisal: Performance appraisalinvolves assessment of the actual performance of anemployee against what is expected from him/her.
Personnel Information: Organizations generallymaintain personnel information systems.
Safety & health:The process of conducting adetailed job analysis provides an excellentopportunity to uncover & identify hazardousconditions & unhealthy environmental factors (suchas heat, noise, fumes & dust) , so that correctivemeasure can be taken to minimize & avoid thepossibility of human injury.
METHODS OF COLLECTING JOB DATA
• Observational Method• Interviews• Questionnaire• Checklists• Technical Conferences• Diary
METHODS OF COLLECTING JOB DATA
Job Data
InterviewsQuestionnaire
DiaryTechnical
Conference
Observation
Checklists
Observation
• Job Analyst observes the job holder at work• Records what he does, how he does and in how
much time• It is simple and accurate because of direct
observation (Positive side of this method )• It is time consuming and not applicable in all jobs
(Negative side of this method)
Interview
• Analyst interviews the job holder and his supervisor to elicit information about the job
• It is time consuming • It can be bias• Effectiveness depends on the interviewer and the
ability of the job holder to make meaningful responses
Questionnaire
• A structured questionnaire is filled by the job holder• Time saving and has full participation• Not always accurate• Information on large number of jobs can be collected
in a relatively short period of time
Checklists
• It is similar to questionnaire, but response sheet contains fewer subjective judgments and tends to be either – ‘yes’ or ‘no’ variety
• It is useful in large organizations having large number of people assigned to one particular job
• It is costly and not suitable for small organizations
Technical Conference Method
• A conference of supervisors is used• Lacks accuracy
Diary Method
• It requires the job holders to record in detail their activities each day
• Requires a detailed recording of the job• Time consuming• Not used much in practice
Quantitative Techniques
• Position Analysis Questionnaire (PAQ) • Management Position Description Questionnaire
(MPDQ)• Functional Job Analysis
Position Analysis Questionnaire (PAQ)
• PAQ is a highly specialized instrument for analyzing any job in terms of employee activities
• The PAQ contains 194 job elements on which a job is created depending on the degree to which an element is present
• These items are grouped into 6 categories
Management Position Description Questionnaire
• MPDQ is a highly structured questionnaire containing 208 items relating to managerial responsibilities, restriction, demands and other miscellaneous position characteristics.
• These items are grouped under 13 categories.• The PAQ and MPDQ yield standardized information
about the worker and the job.
Functional Job AnalysisFeatures:• A fundamental distinction must be made between what
has been done and what employees need to do to get the things done
• Jobs are performed in relation to data, people and things
• In relation to things, employees draw on physical resources; in relation to data, employees draw on mental resources; and in relation to people, employees draw on interpersonal resources
• All jobs require employees to relate data, people and things to some degree
Features…
• The behavior of employees and their tasks can be described in many ways, only a few definitive functions are involved
• The levels of difficulty required in dealing with data, people and things are hierarchical and can be represented by an ordinal scale.
Total Quality Management
Features:• Creation of a common company theme• Creation of customer mentality• Improvement becoming part of the job• Each function to reassess its purpose• Improvement becoming a continuous process• Communications to improve• Bureaucracy to be reduced
Job Analysis and Total Quality Management
• Job Analysis is inconsistent with TQM. TQM expects every employee to do everything, while job analysis prescribes definite duties and responsibilities to each employee
Job Analysis and Strategic HRM
• There is a growing realization of the need to match human resource activities with an organization’s strategic planning. An important part of this task is the job analyst’s ability to write job specifications that accurately detail the knowledge and skills that will complement the future strategic initiatives of the organization.
JOB DESIGN
Job design involved 3 steps1. The specification of individual task2. The specification of methods of performing
each task, and3. The combination of the task into specific jobs to
be assigned to individuals. Steps 1 & 3 determine the content of the job,
while step 2 indicates precisely how the job shall be performed.
FACTORS AFFECTING JOB DESIGN
FEEDBACK
ORGANIZATIONAL FACTOR
BEHAVIOURALFACTORS
ENVIRONMENTALFACTORS
JOBDESIGN
PRODUCTIVE& SATISFYING
JOB
Organizational factor
1.Characteristics of Task
Job design requires the assembly of a number of tasks into a job or a group of job.
Internal structure of each task consist of 3 elements-1. Planning2. Executing3. Controlling
2. Work flow
The flow of work in the an organization is strongly influenced by the nature of the product or service.
3. Ergonomics
Ergonomics is concerned with designing & shaping to fit the physical abilities & characteristics of jobs
individuals so that they can perform their jobs effectively.
4. Work practices
Work activities are set ways of performing work. These methods may arise from tradition or collective wishes
of employees.
Environmental factors
• Employee abilities & availability Efficiency consideration must be balanced against the abilities & availability of people who are to do the work.
• Social & cultural expectations Job must be designed to meet the expectations of of workers. Failure to consider social expectations can create
1.dissatisfaction 2.low motivation 3.hard-to-fill job openings 4.low quality of work life
Behavioral Factors
• Feedback Individuals must receive meaningful feedback about their
performance , preferably by evaluating their own performance & defining the feedback
• Autonomy 1.Responsible for what one does 2.Freedom to control one’s responses to the environment 3.Authority to make decisions 4.Increase the employees sense of recognition & self-esteem
•Use of abilitiesThe job must be perceived by the individuals as requiring them to use abilities they value in order to perform the job effectively.
•Variety By injecting variety into jobs, personnel specialists can reduce errors caused by fatigue.
Techniques of job design.
Job design
Work simplification
High performance work design
Autonomous teams
Job rotation
Job enlargement
Job enrichment
Work simplification
In this technique, job is simplified or specialized. To be more specific, it involves:
Mechanical pacing of work. Repetitive work processes Working only on one part of a product Predetermining tools and techniques Restricted interaction among employees, and Few skill requirements.
Job rotation
• It implies movement of employees from job to job. Jobs remains unchanged but incumbents shift.
• On the positive side, it is likely to increase intrinsic reward potential of a job because of different skills and abilities needed to perform it.
• On the negative side, it may be stated that it may not have much impact on employee enthusiasm and efficiency.
Job enlargement
• It involves expanding the number of tasks or duties assigned to a given job. There is only horizontal expansion, it does not mean that new task and abilities will be needed to perform the job.
• It is usually resisted by the employees.
Job enrichment
• It is the vertical expansion of a job by adding planning and evaluating responsibilities.
• It increases job depth, which is the degree of control employees have over their work.
• There is greater scope for personal achievement and recognition, more challenging and responsible work and more opportunity for growth.
Job characteristics Psychological needs outcomes
feedback
autonomy
significance, identity skill, variety
Knowledge of results
Sense of responsibilitySelf control, self esteem,
Meaningfulness, Achievement, variety
Motivation, Performance, Satisfaction,
With job,Low absenteeism,Job involvement
Job enrichment and its outcomes
Job characteristics Psychological needs
Autonomous or self-directed teams
• A self directed work team is an intact group of employees who are responsible for a “whole” work process or segment that delivers a product or service to an external customer.
• Positive outcomes: there is greater involvement of employees in decision making. Involvement brings in commitment.
• Negative outcomes: there is resistance from employees, unions, and managers and supervisors.
High performance work design
• It is a means of improving performance in an environment where positive and demanding goals are set.
• Operational flexibility is important and, therefore, the need for employees to gain and apply new skills quickly with minimum supervision.
• It may not work in large bureaucratic organizations.