Transcript Document

Human Resource
Management
ELEVENTH EDITON
SECTION 2
Staffing
the
Organization
Robert L. Mathis  John H. Jackson
Chapter 6
Jobs and job analysis
PowerPoint Presentation
by Dr. Zahi Yaseen
Jobs and job analysis
•
After you have read this chapter, you should be
able to :
- Discuss workflow analysis and business process
reengineering as approaches to organizational work.
– Define job design and identify five design
characteristics for jobs.
– Explain how work schedules and telework are
affecting jobs and work.
– Describe job analysis, and the stages in and methods
used in the job analysis process
– Indicate how job analysis has both legal and
behavioral aspects.
– Identify the components of job descriptions.
Jobs and job analysis
Changing the nature of work and HR management
Jobs that are routinized replaced by machines. Example:
In Banks, depositing and withdrawing money done by
ATM machines.
In HR management , the most important activities
associated with jobs are : Figure 1
1- Workflow analysis
2- Re-engineering
3- Job design
4- job analysis
5- job descriptions
Figure 1
Influences
Affecting
Jobs, People,
and Related
HR Policies
Jobs and job analysis
•Workflow analysis
A study of the way work (inputs, activities, and outputs) moves
through an organization.
Work: Effort directed toward producing or accomplishing results.
But the entire work to be done must be divided into jobs so that
it can be coordinated in some logical way.
Job: A grouping of tasks, duties, and responsibilities that
constitutes the total work assignment for an employee
Inputs
People
Materials
Equipment
Activities
Tasks and
Jobs
Evaluation
Outputs
Goods and
Services
Jobs and job analysis
•
Business process Re-engineering
Measures for improving such activities as product
development, customer service , and service delivery.
Re-engineering consists of three phases:
1- Re-think: Examine how workflow and jobs in the
company affect customer satisfaction and service.
2- Re-design: analyze how jobs put together, workflow,
and how results achieved, and do necessary redesign.
3- Re-tool: look at new technologies ( equipments,
computers, software) to improve productivity, service
quality, and customer service.
Jobs and job analysis
• Job Design
Organizing tasks, duties, and responsibilities into a
productive unit of work, It’s a process of matching
characteristics of people with characteristic of job (
Person/job fit. Figure 2). It’s dealing with job
enlargement/ job enrichment, and job rotation.
Job design receive greater attention because :
- Job design can influence performance in certain jobs.
- Job design can affect job satisfaction
- Job design can affect both physical and mental health.
Jobs and job analysis
Person/job fit
Figure 2
Persons
•Energy
•Talents
•Interests
•Needs & wants
•Productivity
•Job satisfaction
Jobs
•Content
•Tasks
•Duties
•Responsibilities
•Methods used
•Other people
•Status
•Tools and equipments
Jobs and job analysis
•
Job Design
Three approached to job design:
• Job Enlargement
Broadening the scope of a job by expanding the number of
different tasks to be performed. Example: A nurse in a
hospital help doctors in the emergency section, under
the job enlargement , the nurse will be called in other
hospital sections.
• Job Enrichment
Increasing the depth of a job by adding the responsibility
for planning, organizing , controlling, and evaluating
the job. In our example: Under the job enrichment , the
nurse promoted to be in charged of all nurses activities
in the emergency section.
• Job Rotation
The process of shifting a person from job to job. In our
example: The nurse assigned one year as reception.
• Characteristics of Jobs: a model developed by Hackman
and Oldham for better results and outcomes. Figure 3
Job Characteristics
Skill Variety
The extent to which the work requires several
different activities for successful completion.
Task Identity
The extent to which the job includes a “whole”
identifiable unit of work that is carried out from
start to finish and that results in a visible outcome.
Task Significance
The impact the job has on other people.
Autonomy
The extent of individual freedom and discretion in
the work and its scheduling.
Feedback
The amount of information received about how well
or how poorly one has performed.
Job Characteristics Model:
Figure 3
•Using Teams in Jobs: another way of enhancing productivity
and quality at work:
Types of Teams
Special-Purpose
Team
Organizational team formed to address specific
problems, improve work processes, and enhance
product and service quality.
Quality Circle
Small group of employees who monitor productivity
and quality and suggest solutions to problems.
Production Cells
Grouping of workers who produce components or
entire products.
Self-directed
Work Team
A team composed of individuals assigned a cluster
of tasks, duties, and responsibilities to be
accomplished.
Shamrock Team
A team composed of a core of members, resource
experts who join the team as appropriate, and parttime/temporary members as needed
(Figure 4)
Shamrock Team
Figure 4
Team Jobs
•
Advantages
•
1. Improved productivity
2. Increased employee
involvement
3. More widespread
employee learning
4. Greater employee
ownership of
problems
Disadvantages
1. Requires employees to
be “group oriented”
2. Not appropriate for most
work in organizations
3. Can be overused
4. Difficult to measure
team performance
5. Individual compensation
interferes with team
concept
•Alternative Work Schedules
• Flextime
– A work scheduling arrangement in which employees work a set
number of hours per day but vary their starting and ending times.
• Compressed Work Week
– A work schedule in which a full week’s work is accomplished in
fewer than five days.
• Telecommuting
– The process of going to work via electronic computing and
telecommunications equipment.
• Temporary Locations
– Hoteling
– Virtual office
• Effects of Alternative Work Arrangements
– A shift to evaluating employees on results
– Greater trust, less direct supervision
– Lack of direct contact (visibility)
•Job Analysis
A systematic way to gather and analyze information
about the content, context, and the human
requirements of jobs . It’s about what people are
doing in the job. It includes: Work activities and
behaviors , Interactions with others, Performance
standards, Machines and equipments used,
Working conditions, Knowledge, skills, and abilities
needed. Figure 5
– Task-Based Job Analysis
• Task: identifiable work activity composed of motions
• Duty: A larger work segment composed of several
tasks that are performed by an individual
• Responsibilities: Obligations to perform certain tasks
and duties
Job Analysis in
Perspective
Figure 5
Stages in the job analysis process
Planning the job analysis
1- identify objectives of job analysis, redesign, change structure
2- obtain top management support, managers involvement
Preparing and communicating the job analysis
1- Identify jobs and methodology, hourly jobs, jobs in one division
2- review existing job documentation, org chart, job description
3- communicate process to managers and employees, participation
Conducting the job analysis
1- Gather job analysis data, survey, questionnaires
2- Review and compile data, job, job family, and org chart
Developing job descriptions and job specifications
1- Draft job descriptions and specifications, duties, skills, knowledge
2- review drafts with managers and employees, participation
3- identify recommendations
4- finalize job descriptions and recommendations
Maintain and updating job descriptions and job specifications
1- update job descriptions and specifications as organization
Changes, such time of vacancy.
2- periodically review jobs, new technology.
•Job Analysis Methods
• Observation: observe the individual perform the job
and take notes. Figure 6
• Interviewing: visit each job site and talk with
employees performing each job.
• Questionnaires: a survey used to gather information
about a job. Position analysis questionnaire (PAQ),
work oriented survey. Management position
description questionnaire (MPDQ).
• Computerized job analysis: to develop more
accurate and comprehensive job description, linked
to compensation program, and performance
appraisal system.
Job Analysis Methods
Figure 6
Job Analysis
Methods
Observation
Work Sampling
Diary/Log
Interviewing
Questionnaires
Specialized
Job Analysis
Methods
PAQ
MPDQ
Computerized
Job Analysis
•Job Descriptions and Job Specifications
• Job Description
– Identification of the tasks, duties, and
responsibilities of a job
• Performance Standards
– Indicator of what the job accomplishes and
how performance is measured in key areas of
the job description.
• Job Specification
– The knowledge, skills, and abilities (KSAs) an
individual needs to perform a job satisfactory.
Job Description Components
• Identification
– Job title
– Reporting
relationships
– Department
– Location
– Date of analysis
• General Summary
– Describes the job’s
distinguishing
responsibilities and
components
• Essential Functions and
Duties
– Lists major tasks,
duties and
responsibilities
• Job Specifications
– Knowledge, skills, and
abilities
– Education and
experience
– Physical requirements
• Disclaimer
– Of implied contract
• Signature of approvals
Sample of job description and specification
JOB DESCRIPTION
Job Title:
Reporting to:
Working with:
the
Secretary/Receptionist
Company Accountant
The Board and the MSM Team at
Delphi Centre of Excellence
British Computer Society: The company is accredited to the
BCS
.
Professional Development Scheme.
Duties and Responsibilities
• This is a responsible position which sometimes includes work of
a confidential nature and the post-holder is required to have
due regard for this at all times.
Job Specifications
At least 12 months experience in similar field, or had a training
session in the same field,