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Job Analysis
By-
Prof Radhika Gupta
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What Do I Need to Know?
1. Summarize the elements of work flow
analysis.
2. Describe how work flow is related to an
organizations structure.
3. Define the elements of a job analysis, and
discuss their significance in human
resource management.4. Tell how to obtain information for a job
analysis.
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What Do I Need to Know? (continued)
5. Summarize recent trends in job analysis.
6. Describe methods for designing a job so
that it can be done efficiently.
7. Identify approaches to designing a job to
make it motivating.
8. Explain how organizations apply
ergonomics to design safe jobs.
9. Discuss how organizations can plan for the
mental demands of a job.
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Work Flow In Organizations
Work FlowDesign
The processof analyzingtasksnecessaryfor theproductionof a productor service.
Position
The set ofduties (job)performedby aparticularperson.
Job
A set ofrelatedduties.
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Figure 4.1:
Developing a Work Flow Analysis
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Work Flow Design and
Organizations Structure
Within an organization, units andindividuals must cooperate to createoutputs.
The organizations structure bringstogether the people who must collaborateto efficiently produce the desired outputs.
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Firefighters work as a
team.
They and their equipment
are the inputs and the
output is an extinguished
fire and the rescue ofpeople and pets.
In any organization or
team, workers need to be
cross- trained in severalskills to create an
effective team.
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What is a Job?
Job A group of related
activities and duties
Position The different duties and
responsibilities performedby only one employee
Job Family A group of individual jobs
with similarcharacteristics
Job
Job Job Job
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Job Analysis
Goal Determine the duties and responsibilities of a
particular job
Determine how the job relates to other jobs and
the level of importance of the job
Determine the necessary qualifications in order to
perform the job
Determine the working conditions associated withthe job.
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JOB
ANALYSIS
Job
Analysis
JobDescriptions
JobSpecifications
The process of
getting detailed
information aboutjobs.
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Job Descriptions
Job Description:a list of tasks, duties,and responsibilities (TDRs) that a
particular job entails.
Key components:
Job Title
Brief description of the TDRs
List of the essential duties with detailed
specifications of the tasks involved in carrying
out each duty
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Figure 4.2: Sample JobDescription
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Job Specifications
Job Specification:a list of the knowledge,skills, abilities, and other characteristics(KSAOs) that an individual must have toperform a particular job.
Knowledge:factual or procedural informationnecessary for successfully performing a task.
Skill:an individuals level of proficiency atperforming a particular task.
Ability:a more general enduring capability thatan individual possesses.
Other Characteristics:job-related licensing,certifications, or personality traits.
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Figure 4.3: Sample JobSpecifications
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2009 Pearson Education
South Asia. All rightsreserved. 416
The Nature of Job Analysis
Figure 4.1
Information Collected by
HR Specialists
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Job Requirements
Relationship of Job Requirements
to Other HRM Functions
Recruitment
Selection
PerformanceAppraisal
Training andDevelopment
CompensationManagement
Determine recruitment qualifications
Provide job duties and job
specifications for selection process
Provide performance criteria forevaluating employees
Determine training needs and developinstructional programs
Provide basis for determiningemployees rate of pay
Presentation Slide 31
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Nuts and Bolts
Who is involved in the job analysis?
Management
Supervisors
Job analysts
Job incumbent
Unions Consultants
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Figure 3.1
The Process
of Job
Analysis
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Determining Job Requirements
What employee does
Why employee does it
How employee does it
Determining job requirements
Summary statement of the job
List of essential functions of thejob
Employee orientation
Employee instruction
Disciplinary action
Personal qualifications requiredin terms of skills, education andexperience
Recruitment
Selection
Development
Nature of:
Job Analysis
Job Description
Job Specification
Basis for:
Presentation Slide 32
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Steps in Job Analysis
Step 1: Decide how youll use theinformation.(write, compare, redefine, start
new)
Step 2: Review relevant background
information.(org charts, process job flow, etc)
Step 3: Select representative positions.(sample)
Step 4: Actually analyze the job.
Step 5: Verify the job analysis information.(w/ EE)
Step 6: Develop a job description and jobspecification.(s/b 2 separate documents)
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Charting the Organization
Organization chartA chart that shows the organizationwide
distribution of work, with titles of each
position and interconnecting lines thatshow who reports to and communicates to
whom.
Process chart
A work flow chart that shows the flow of
inputs to and outputs from a particular job.
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Process Chart for Analyzing a Jobs Workflow
Figure 42
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Methods of Collecting Job Analysis
Information
Figure 4.3
Methods of
CollectingInformation
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Methods of Collecting Job Analysis
Information: The Interview
Information sources
Individual employees
Groups of employees
Supervisors with
knowledge of the job
Advantages
Quick, direct way to find
overlooked information.
Disadvantages
Distorted information
Interview formats
Structured (Checklist)
Unstructured
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TYPICAL QUESTIONS
What is the job being performed What are the major duties of the job
What other locations do you work in
What are the education, skills, certification/ licensing
requirements
What activities do you participate
What are the jobs responsibilities/ duties
What are the basic accountabilities/ performance stds
What are your responsibilities
What are your working conditions
What are the jobs physical, emotional or mental demands
What are the health and safety conditions
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Interview Guidelines
The job analyst and supervisor should worktogether to identify the workers who know the jobbest.
Quickly establish rapport with the interviewee.
Follow a structured guide or checklist, one that listsopen-ended questions and provides space foranswers.
Ask the worker to list his or her duties in order of
importance and frequency of occurrence.
After completing the interview, review and verify thedata.
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Methods of Collecting Job Analysis
Information: Questionnaires
Information source
Have employees fill out
questionnaires to
describe their job-
related duties andresponsibilities.
Questionnaire formats
Structured checklists
Opened-endedquestions
Advantages
Quick and efficient way
to gather information
from large numbers of
employees
Disadvantages
Expense and time
consumed in preparing
and testing thequestionnaire
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Methods of Collecting Job
Analysis Information: Observation Information source
Observing and noting
the physical activities of
employees as they go
about their jobs.
Advantages
Provides first-hand
information
Reduces distortion of
information
Disadvantages
Time consuming
Difficulty in capturing
entire job cycle
Of little use if job
involves a high level of
mental activity.
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Methods of Collecting Job Analysis
Information: Participant Diary/Logs
Information source
Workers keep a
chronological diary/ log
of what they do and the
time spent in eachactivity.
Advantages
Produces a more
complete picture of the
job
Employee participation
Disadvantages
Distortion of information
Depends upon
employees toaccurately recall their
activities
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Position Analysis Questionnaire
A structured, behavioral questionnaire
194 items in 6 categories Information input (where and how the worker gets
information), Mental processes(reasoning and other processes that
workers use),
Work output (physical activities and tools used on the job),
Relationships
Job context (the physical and social contexts of work). Other characteristics
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Task Inventory Analysis
This technique is pioneered by the USAir Force to analyse the jobs held be airforce specialists.
Unlike PAQ, this task inventory
questionnaire is tailor made. TIQ is prepared by identifying a list of
tasks and their descriptions that arecomponents of different jobs.
The goal is to produce a comprehensivelist of task statements that are applicableto all jobs.
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Task Inventory Analysis
Task statements are then listed on atask inventory survey form to be
completed by the job analyst.
A task statement might be Inventoriescurrent supplies to maintain stock
levels
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Fleishman Job Analysis System
What is it?
Job analysis
technique that asks
subject-matter expertsto evaluate a job in
terms of the abilities
required to perform
the job.
Categories of abilities:
Written
comprehension
Deductive reasoning
Manual dexterity
Stamina
Originality
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Preparing the Job Description
JobAnalyst
InterviewQuestionnaire
InterviewQuestionnaireObservation
Supervisor
Employees
Combine and
reconcile data
Tentative
draft
FinalDraft
Securingconsensus
Presentation Slide 34
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Writing Job DescriptionsA job description
A written statement of what the workeractually does, how he or she does it, andwhat the jobs working conditions are.
Sections of a typical job description Job identification
Job summary
Responsibilities and duties
Authority of incumbent Standards of performance
Working conditions
Job specifications
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Sample Job
Description,
Pearson
Education(P 126 127)
Figure 47a
Source:Courtesy of HR Department,Pearson Education.
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Sample Job
Description,
Pearson
Education
Figure 47b
Source:Courtesy of HRDepartment, Pearson
Education.
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Marketing Manager Description
from
Standard Occupational Classification
Figure 48
20. 11-2021 Marketing Managers
Abstract: 11-2021 Marketing Managers. Determine the demand for
products and services offered by a firm and Its competitors andidentify potential customers. Develop pricing strategies with the
goal of maximizing the firms profits or share of the market while
ensuring the firms customers are satisfied.
Source:www.bis.gov, accessed November 13, 2003.
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The Job Description
Job identification Job title: name of job Preparation date: when the description
was written
Prepared by: who wrote the description Location of the job
Job summary Describes the general nature of the job Lists the major functions or activities (be
specific; not other duties)
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The Job Description (contd)
Relationships (chain of command) Reports to: employees immediate supervisor
Supervises: employees that the jobincumbent directly supervises
Works with: others with whom the job holderwill be expected to work and come intocontact with internally.
Outside the company: others with whom thejob holder is expected to work and come intocontact with externally.
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The Job Description (contd)
Responsibilities and dutiesA listing of the jobs major responsibilities and
duties (essential functions)
Defines limits of jobholders decision-makingauthority, direct supervision, and budgetarylimitations.
Standard Occupational Classification
Classifies all workers into one of 23 majorgroups of jobs which are subdivided into 96minor groups of jobs and detailedoccupations.
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SOCs
Major
Groups ofJobs
Table 42
Note:Within these major groupsare 96 minor groups, 449 broad
occupations, and 821 detailed
occupations.
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2009 Pearson Education South Asia. All rights reserved. 446
The Job Description
Standards of Performance and WorkingConditions Lists standards the employee is expected to
achieve under each of the job descriptionsmain duties
Standards must be specific Examples:
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Writing Job Specifications
Specifications for trained personnel Focus on traits like length of previous
service, quality of relevant training, and
previous job performance. Specifications for untrained personnel
Focus on physical traits, personality,
interests, or sensory skills that imply some
potential for performing or for being
trained to do the job.
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2009 Pearson Education
South Asia. All rightsreserved. 448
Writing Job Specifications
Specifications Based on Judgment Self-created judgments (common sense)
Basic question: What does it take in terms ofeducation, intelligence and training to do thisjob well?
Specifications Based on StatisticalAnalysis Attempts to determine statistically the
relationship between a predictor or human
trait and an indicator or criterion of jobeffectiveness.
Five-step procedure:
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Writing Job Specifications
Analyze the job and decide how to measure job
performance
Select personal traits (like finger dexterity) that you
believe should predict successful performance
Test candidates for these traits
Measure these candidates subsequent job
performance
Statistically analyze relationship between the human
trait (finger dexterity) and job performance
P t 5 J b A l i i
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Part 5: Job Analysis in a
Jobless World
Job is generally defined as a set ofclosely related activities carried out for
pay. Today, this has changed. There will
always be enormous amounts of work todo, but it is not going to be contained in
the familiar envelopes we call jobs.
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Part 5: Specialized to Enlarged
Jobs
Experts like Adam Smith and Fredrick Taylor wrote
glowingly of the positive effects of work specialization.
By the mid-1900s writers wrote of the dehumanizing
effects of pigeonholing workers into highly repetitiveand specialized jobs.
Many proposed: Job Enlargement, Rotation and
Enrichment
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Part 5: Specialized to Enlarged
Jobs
Job Enlargement: assigning workers additional same-level activities, thus increasing the number of activitiesthey perform. (instead of just one lousy job, I have two)
Job Rotation: systematically moving workers from one jobto another to enhance work team performance &/or
broaden his experience & identify strong & weak points. Job Enrichment: redesigning jobs in a way that increases
the opportunities for the worker to feel responsible,growth & recognition (by planning and controlling hiswork)
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Specialized to Enlarged Jobs
Job Enlargement = same-levelactivities
Job Rotation = moving from one job
to another Job Enrichment = redesigning to
experience more responsibility,
achievement, growth and recognition
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Why are managers Dejobbing
their companies
Dejobbing is broadening theresponsibilities of the companys jobs
and encouraging employees not to limitthemselves to whats on their job
description.
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Trends and De-Jobbing
Rapid product and
technological
changes
GlobalChanges
Demographics
Competition
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Why are managers Dejobbing
their companies
Flatter Organizations
Work Teams
Boundaryless Organizations (virtual,network, modular)
Reengineering
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Traditional Organization Chart
Executive Assistant
Manager
Manager
Manager
Sales Sales Sales
Manager
Director
East Region
Manager
Manager
Manager
Sales Sales
Manager
Director
West Region
Vice PresidentSales
Manager
Manager
Director
Public Relations
Vice PresidentMarketing
Clerk
Administrator
Director
Compensationand Benefits
Tech. Writer
Manager
Sr. Trainer
Sr. Trainer
Director
Training andDevelopment
Vice PresidentHuman Resources
Logistics
Plant Manager
Plant Manager
Director
Manufacturing
Vice PresidentOperations
Tax
Finance
Clerk
Accounting
Accounting
Accounting
Driector
Audit andAccounting
Vice PresidentFinance
President
Chief Executive Officer
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Flatter Organizations
Technical
Development
Team
Manufacturing
Engineering
Team
People
Systems
Team
Finance
Team
Purchasing and
Suppllier Quality
Team
Sales, Service and
Marketing
Team
Executive and
Operations
Team
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Flat and Boundaryless
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Flat and Boundaryless
Organizations
Procter & Gamble
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J b D i
http://www.pg.com/jobs/who_we_are/index.jhtmlhttp://www.pg.com/jobs/who_we_are/index.jhtmlhttp://www.gecareers.com/WorkingForGE/index.cfmhttp://www.walmartstores.com/http://www.walmartstores.com/http://www.ikea-usa.com/about_ikea/about.asp -
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Job Design
Job Design:the process of defining howwork will be performed and what tasks willbe required in a given job.
Job Redesign:a similar process thatinvolves changing an existing job design.
To design jobs effectively, a person mustthoroughly understand: the job itself (through job analysis) and
its place in the units work flow (work flowanalysis)
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Figure 4 5: Approaches to Job
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Figure 4.5:Approaches to JobDesign
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Designing Jobs That Motivate: The Job
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Designing Jobs That Motivate: The JobCharacteristics Model
1. Skill varietythe extent to which a jobrequires a variety of skills to carry out the
tasks involved.
2. Task identitythe degree to which a jobrequires completing a whole piece of
work from beginning to end.
3. Task significancethe extent to whichthe job has an important impact on the
lives of other people.
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Designing Jobs that Motivate: The Job
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Designing Jobs that Motivate: The JobCharacteristics Model(continued)
4. Autonomy the degree to which the joballows an individual to make decisions
about the way work will be carried out.
5. Feedback - the extent to which a personreceives clear information about
performance effectiveness from the work
itself.
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Figure 4 6:
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Figure 4.6:
Characteristics of a Motivating Job
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Designing Jobs That Motivate ( )
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Designing Jobs That Motivate (continued):
Job Enlargement
JobEnlargeme
nt Broadening the
types of tasksperformed in ajob.
JobExtension
Enlarging jobsby combiningseveralrelatively simplejobs to form a
job with a widerrange of tasks.
JobRotation
Enlarging jobsby movingemployeesamong severaldifferent jobs.
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Designing Jobs That Motivate
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Designing Jobs That Motivate (continued)
Job Enrichment
Empowering workers by
adding more decision-
making authority to jobs.
Based on Herzbergs
theory of motivation.
Individuals are motivated
more by the intrinsicaspects of work.
Self-Managing WorkTeams
Have authority for anentire work process orsegment: schedule work
hire team members
resolve team performanceproblems
perform other duties
traditionally handled bymanagement
Team membersmotivated by autonomy,skill variety, and task
identity. 67
Test Yo r Kno ledge
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Test Your Knowledge
Adding more tasks to an existing job is
called ____________, while adding more
decision- making authority to jobs is called
_________.A. Job extension; job rotation
B. Job rotation; job enrichment
C. Job enlargement; job enrichmentD. Job enlargement; job rotation
68
Designing Jobs That Motivate ( ti d)
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Designing Jobs That Motivate (continued):Flexible Work Schedules
Flextime
A scheduling policy inwhich full-timeemployees may choose
starting and ending timeswithin guidelinesspecified by theorganization.
A work schedule thatallows time forcommunity and familyinterests can beextremely motivating.
Job Sharing
A work option in which
two part-time employees
carry out the tasks
associated with a single
job.
Enables an organization
to attract or retain valued
employees who wantmore time to attend
school or take care of
family matters.
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FIGURE 4.7:ALTERNATIVES TOTHE 8-TO-5 JOB
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Designing Jobs That Motivate ( ti d)
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Designing Jobs That Motivate (continued):
Telework
Teleworkthe broad term for doing oneswork away from a centrally located office.
Advantages to employers include:
less need for office space greater flexibility to employees with special
needs
Easiest to implement for managerial,
professional, or sales jobs. Difficult to set up for manufacturing
workers.
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Designing Ergonomic Jobs
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Designing Ergonomic Jobs
Ergonomics the study of the interfacebetween individuals physiology and the
characteristics of the physical work
environment. The goal is to minimize physical strain on the
worker by structuring the physical work
environment around the way the human body
works.
Redesigning work to make it more worker-
friendly can lead to increased efficiencies.72
Even Office Work Can Tire You
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Even Office Work Can Tire You
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Designing Jobs That Meet Mental
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Designing Jobs That Meet Mental
Capabilities and Limitations
Work is designed to reduce theinformation- processing requirements ofthe job.
Workers may be less likely to makemistakes or have accidents.
Simpler jobs may be less motivating.
Technology tools may be distractingemployees from their primary taskresulting in increased mistakes andaccidents.
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Figure 4 8: Volume of E-mail at
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Figure 4.8: Volume of E-mail atWork
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Ways to Simplify a Jobs Mental
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Ways to Simplify a Job s Mental
Demands
Limit the amount of information andmemorization that the job requires.
Organizations can provide:
adequate lighting
easy-to-read gauges and displays
simple-to-operate equipment
clear instructions
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Competency-Based Job
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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 todo a job well (how a job is performed)
77
Why Use Competency
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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( EE work in a self motivated way in
teams rotating freely among jobs depending on skills with
overlapping responsibilities) Maintain a strategic focus
Describing the job in terms of the skills, knowledge, and
competencies the worker needs is more strategic( goal
oriented)
Measuring performance
Measurable skills, knowledge, and competencies are the
heart of any companys performance management
process.
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