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TOPIC 3 JOB ANALYSIS (JA) & JOB
DESIGN
BBBP 2103 Human Resource Management
Open University Malaysia (OUM)
M Faisal Kamaruddin
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DEFINITION
Job analysis - Systematic process of
determining skills, duties, and knowledge
required for performing jobs in organization. In
short, it is the process of getting detailedinformation about jobs.
Job - Consists of group of tasks that must be
performed for organization to achieve its goals
Position - Collection of tasks and
responsibilities performed by one person; there
is a position for every individual in organization
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Staffing- Haphazard if recruiter does not knowqualifications needed for job
Training and Development - If specification listsparticular knowledge, skill, or ability, and person
filling position does not possess all necessaryqualifications, training and/or development isneeded
Performance Appraisal - Employees should beevaluated in terms of how well they accomplish the
duties specified in their job descriptions and anyother specific goals that may have beenestablished
Compensation Value of job must be knownbefore dollar value can be placed on it
WHY JA IMPORTANT TO HR MANAGERS
?
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WHY JA IMPORTANT TO HR MANAGERS ?
(CONTD)
Safety and Health Helps identify safety and
health considerations
Employee and Labor Relations Lead to more
objective human resource decisions
Legal Considerations Having done job
analysis important for supporting legality of
employment practices Work Redesign JA will provide the detailed
information needed about existing job before
any work redesign can be conducted
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WHY JA IMPORTANT TO HR MANAGERS ?
(CONTD)
Human Resource Planning Helps the
planners to analyse human resource needs in a
dynamic environment by providing accurate
information about the levels of skills required invarious jobs in ensuring enough individuals are
available in the organization to meet human
resource needs.
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SYSTEMATIC APPROACH OF JA
What job
to
analyse
Duties
Responsibilities
Skill
Source of data
Method
Interview
Survey
Observation Records
Evaluate &
validate
JOB ANALYSIS REPORT
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WHAT IS JD?
Document that states
tasks, duties, and
responsibilities of job Vitally important job
descriptions are both
relevant and accurate
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CONTENT OF A JD?
Job Identification Job title, department,
reporting relationship, and job number or code
Job Analysis Date Aids in identifying job
changes that would make description obsolete
Job Summary Concise overview of job
Duties Performed Major duties
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CONNECTING JA TO JD & JS
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Tasks Responsibilities Duties
Job
Analysis
Job Descriptions
Job
Specifications
Knowledge Skills Abilities
Staffing
Training and
Development
Performance Appraisal
CompensationSafety and Health
Employee and Labor
Relations
Legal Considerations
INTEGRATING JA
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JA PROCESS
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JOB ANALYSIS APPROACH
Qualitative Methods
Interview
Survey
Observations
Journals and Records
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JOB ANALYSIS APPROACH
Quantitative Methods
Functional Job Analysis (FJA) - assumes that every
job will involve execution of specific employees
functions
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JOB ANALYSIS APPROACH
Quantitative Methods (contd) Position Analysis Questionnaire (PAQ) - quantitative survey
method that covers 194 items on employee orientedduties. It covers:
Information input (where and how the worker gets informationneeded to perform the job)
Mental processes(the reasoning, decision making, planning, andinformation processing activities that are involved in performingthe job)
Work output (physical activities, tools, and devices used on thejob),
Relationships with other persons(the relationships with otherpeople required in performing the job)
Job context (the physical and social contexts of work)
Other characteristics(the activities, conditions and characteristicsother than those previously described)
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JOB ANALYSIS APPROACH
Quantitative Methods (contd)
Critical Incident Method - important work duties are
identified to determine the success of a job
Softwares designed specifically to analyse jobs andcome up with job descriptions and specification
based on the analysis
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SAMPLE OF JD
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JOB DESIGN
The process of defining the way the work will beperformed and the task that will be required in
a given job.
Job redesign is the process of changing thetasks or the way work is performed in an
existing job.
Additional reading material Job Design:Approaches, Outcomes, and Trade-Offs by
Michael A. Champion and Paul W. Thayer
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BEHAVIOURAL MATTERS (MOTIVATIONAL
APPROACH) Focus on the job characteristics that affect
psychological meaning and motivational potential
Normally involves job structuring, including job
enlargement, reengineering and job enrichment
Herzbergs Two-Factor theory argued that key to
motivating employees was not through monetary
incentives but through the redesign of jobs tomake their work meaningful
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BEHAVIOURAL MATTERS (MOTIVATIONAL
APPROACH) Job Enrichment - to stimulate a job by increasing
meaningful tasks and obligations to give moresatisfaction to employees
Increasing the difficulty level and the responsibilities of
a job
Giving employees opportunities to maintain authorityand empowerment of their work
Conducting a one on one work performance report with
the employee Increasing new tasks that requires training and
development
Assigning particular tasks individually so that
employees become experts
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Job Characteristics - three psychological stateswhere an employee shows an improvement in
his or her work performance, internal
motivation, decrease in employee absenteeismand turnover
Feeling a sense of meaningfulness towards work
performed
Feeling responsible towards work results
Knowing or understanding the work that has been
done
BEHAVIOURAL MATTERS (MOTIVATIONAL
APPROACH)
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BEHAVIOURAL MATTERS (MOTIVATIONAL
APPROACH)
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Skill variety the extent to which the job requiresa variety of skills to carry out the tasks
Task identity the degree to which a job requirescompleting a whole piece of work from beginning
to end Task significance the extent to which the job has
an important impact on the lives of other people
Autonomy the degree to which the job allows an
individual to make decisions about the way thework will be carried out
Feedback the extent to which a person receivesclear information about performance effectiveness
from the work itself
BEHAVIOURAL MATTERS (MOTIVATIONAL
APPROACH)
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INDUSTRIAL ENGINEERING
Analysing work methods and determining thestandard work duration. It involves a study on
the work process cycle and determines the
work elements that need to be changed,merged, rearranged or eliminated so that the
work duration needed to complete the work
process cycle can be lessened
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ERGONOMIC MATTERS
Disciplinary approach in designing equipmentswith a system that can be used easily and
effectively by employees
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INCREASE EMPLOYEE
CONTRIBUTIONS Employee Involvement Groups - group of
employees that often meet to solve problems or
to give suggestions for the process of
organisation improvement
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INCREASE EMPLOYEE
CONTRIBUTIONS Employee Teams - work functions are delegated
to groups and not to individuals
Cross-functional Teams
Project Teams Self-directed Teams
Task Force Teams
Process-improvement Teams
Virtual Teams