5 mgmt 4105 -hrm - job analysis & design

8/13/2019 5 MGMT 4105 -HRM - Job Analysis & Design

1/42

Job Analysis

and

Job Design


2/42

Basic Job Analysis Terminology

Micro-motion

Element

Task Duty

Responsibility

Position

Job

Occupations 4-2


3/42

Job Analysis

Determining and reporting information

on the nature of a job:

Taskscomprising the job; and knowledge,skills, and abilities (KSAs), and

responsibilitiesrequired of jobholder.

End Product: a written Job Description.

4-3


4/42

Job Analysis

Joband its requirements

(notcharacteristicsof person

currently holding the job) are studied.

Job Analysis is the beginningpoint

of many HR functions.

4-4


5/42

Job Analysis: Influencing HR Activities

Job DefinitionJA results in description

of duties and responsibilities of job.

Job RedesignJA often indicates when

a job needs to be redesigned.

4-5


6/42


Recruitment

Selection and Placement

Orientation

Career Counseling

Training

4-6


7/42


Employee Safety

Performance Appraisal

Compensation

4-7


8/42

Products of Job Analysis

1. Job DescriptionWritten summary

of nature and requirements of a job.

4-8


9/42

Job Description Contents

Date written

Job Status

Position Title

Job Summary

List of Duties and Responsibilities

4-9


10/42

Job Description Contents (continued)

SupervisionReceived & Exercised

Principles Contacts

Required Meetings and Reports

Career Mobility

Competency Requirements**

Education and Experience Required**

4-10


11/42

Products of Job Analysis

2. Job SpecificationCompetency,

educational, and experience requirements;

also known as KSAs

Knowledge

Skills

Abilities

+ Other key qualifications not in KSAs

4-11


12/42

Job Analysis Methods Observation

SimpleJA method; used independently or

combined with other JA methods.

Motion Study(Methods Study) Time Study

Work Sampling

4-12


13/42

Drawbacksof Observation Method

Observer must be carefully trained

Application is limitedto jobs involving short

and repetitive cycles:

4-13


14/42

Job Analysis Methods Interviews

Analyst interviews Jobholder(s):

Unstructuredinterviews

StructuredinterviewPredesigned format

4-14


15/42

Drawbackof Interviews

Time-Consuming!

4-15


16/42

Job Analysis Methods Questionnaires

Both objectiveand open-ended questions:

ExistingjobsIncumbentcompletes

questionnaire, checked by manager.

Newjobs Completed by manager.

4-16


17/42

Disadvantagesof Questionnaires

Misinterpretationof information

(by respondent and/or analyst).

Time-consuming and expensive to

develop.

4-17


18/42

Variationof Questionnaires Method

Incumbentwritesactual job description,

subject to approval of supervisor.

4-18


19/42


Position Analysis Questionnaire (PAQ)

Analyzes job in terms of employee activities.

6major categories

194 descriptors, called job elements,

Uses 5-point scaleto analyze each

descriptor for degreeto which it applies

to the job.

4-19


20/42

Position Analysis Questionnaire (PAQ)

Primary Advantages:

Can be used to analyze almost any

type of job. Relatively easyto use.

Major Disadvantage:

Length of questionnaire.

4-20


21/42


Management Position Description

Questionnaire (MPDQ)specifically for

analyzing managerial jobs.

208 items grouped into 13 categories.

4-21


22/42

Functional Job Analysis (FJA)

Developed by DOL -- Uses standardized

statements and terms to describejob content.

Collects task statements and ratesthem

according to function level or orientation.

Function Levelhow employee interacts

with data, people, and things.

Function Orientationamount of time(percentages) employee spends on tasks

of each functional level.

4-22


23/42

DOT

Dictionary of Occupational Titles (DOT),described over 12,000 jobs

Often provided very job specific, outdated

information.

Did notprovide cross-job comparisons

for job similarities and differences.

Did notdirectly identify characteristics

employees needed or under what

conditionsjob was performed.

4-23


24/42

Occupational Information Network (O*NET)

To overcome DOT problems, Department ofLabor developed new system:

Occupational Information Network (O*NET)

U.S. primary source of occupational info.

Identifies existing work occupations:

949 occupational titles; Data collected from

job incumbentsor occupation experts.

4-24


25/42

O*NET

O*NET online database:

Describes employee attributes and

workplace requirements. Describes KSAs.

Updatedevery 5 years, surveying a broad

range of employees from each occupation

4-25


26/42

O*NET

Content ModelEncapsulates key

features of an occupation into a

standardized, measurable set of

variables called Descriptors.

http://online.onetcenter.org

4-26
http://online.onetcenter.org/http://online.onetcenter.org/


27/42

The ADAand Job Analysis

Qualified Individual with Disabilities

Must ID: Essential Job Functions

Reasonable Accommodation

4-27


28/42

The ADAand Job Analysis

What is an Essential Job Function ?

What is Undue Hardship?

4-28


29/42

Job Design

Structuring work and designating

work activitiesof an individual

--- or group of individuals --- to achieve

organization objectives.

4-29


30/42

Job Design: 3 Phases

1) Specify Individual Tasks.

2) Specify Methodto perform each task.

3) Combinetasks into specific Jobs.

Phases 1and 3: determine Job Content.

Phase 2indicates Howjob is to beperformed.

4-30


31/42

Job Design

Goal?

Prevailing practice in Job Design wasto focus

almost entirely on simplifying tasks:

Making jobs as specializedas possible.

Why was this a problem?

4-31


32/42

Job Scope

Job ScopeNumberand varietyof tasks

performed by jobholder.

4-32


33/42

Job Depth

Job DepthFreedomof jobholders to

plan and organize their own work, work at

their own pace, and move around and

communicate.

Job DepthLow vs. High

A job can be high in job scope and low injob depth, or vice versa.

4-33

h l h b


34/42

Sociotechnical Approach to Job Design

Both technicalsystem and socialsystem

considered when designing jobs:

Job Design should take a holistic, or

systems, viewof entire job situation,

4-34


35/42

Sociotechnical Guidelines for Job Design

Job needs to be reasonably demanding

(in terms other than physical endurance),

and provide some variety.

Employees need to be able to learn on the

job.

Employees need area of decision making.

4-35


36/42

Sociotechnical Guidelines for Job Design

Employees need degree of socialsupport

and recognitionin the workplace.

Employees need to be able to relate what

they doto their social lives.

Employees need to believethat the job leads

to a desirable future.

4-36


37/42

Physical Work Environment

Should provide adequate lighting,

temperature, ventilation, and humidity.

Mental and psychological impacts of workenvironment should be considered when

designing jobs.

Occupational Safety and Health Act (OSHA)

magnified safety concerns.

4-37


38/42

Flextime

Allows employees to choose, within limits,

when they start and end their workday.

Organization defines a Core Period.

Disadvantages?

Advantages?

4-38


39/42

Telecommuting

Working at homeor while travelingand

being able to interactwith the office:

Advantages?

Disadvantages?

4-39


40/42

Job Sharing

Two or more part-time employees perform

a job normally held by one full-time person.

Advantages?

How are benefitshandled?

4-40


41/42

Condensed Workweek

# of hoursworked per day is increased;

# of daysin the workweek is decreased.

Typical Arrangement?

Advantages?

Disadvantage?

4-41

C ti g t W k


42/42

ContingentWorkers

2 Categories: Independent contractorsand on-call

workers

Temporaryor short-term workers.

Reasonsfor using contingent workers?

Advantages?

Challengesfor managers?

5 mgmt 4105 -hrm - job analysis & design

Documents