Chapter 04 dessler 12-ce_ppt_ch04
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Copyright © 2014 Pearson Canada Inc. All rights reserved. Designing and Analyzing Jobs | 4-1 Copyright © 2014 Pearson Canada Inc. All rights reserved. Dessler, Chhinzer, Cole Human Resources Management in Canada Canadian Twelfth Edition Chapter 4: Designing and Analyzing Jobs
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Transcript of Chapter 04 dessler 12-ce_ppt_ch04
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Designing and Analyzing Jobs | 4-1
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Dessler, Chhinzer, ColeHuman Resources
Management in CanadaCanadian Twelfth Edition
Chapter 4: Designing and Analyzing Jobs
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Designing and Analyzing Jobs | 4-2
Learning Outcomes
• EXPLAIN the steps in job analysis.
• DEFINE job design and explain the difference between a job and a position.
• DESCRIBE the evolution of job design and how organizational structure influences job design.
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Learning Outcomes
• EXPLAIN the three reasons why competency-based job analysis has become more common.
• DESCRIBE and evaluate multiple methods of collecting job analysis information.
• EXPLAIN the difference between a job description and a job specification.
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Job Analysis
“A process by which information about jobs is systematically gathered and
organized.”
Job
• a group of related activities/duties for one or more employees
Position
• the collection of tasks/responsibilities performed by one person
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Designing and Analyzing Jobs | 4-5
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Uses of Job Analysis
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Steps in Job Analysis
Step 3: Collect data on job activities
Step 1: Review relevant background information
Step 6: Communicate and update information as needed
Step 2: Select jobs to be analyzed
Step 4: Verify/modify data if required
Step 5: Write job descriptions and job specifications
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Step 1: Review Relevant Background Information
Organizational Structure
• the formal relationships among jobs in an organization
• should be appropriate given strategic goals
Organization Chart
• clarifies chain of command; who reports to whom
• does not explain communication patterns, degree of supervision, power, authority, or specific duties
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Designing and Analyzing Jobs | 4-8
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Organization Chart
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Common Types of Organization Structure
continued
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Designing and Analyzing Jobs | 4-10
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Common Types of Organization Structure
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Process Chart
Click icon to add picture
Process Chart• shows the flow of inputs and outputs from the job
under study.
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Step 2: Select Jobs to be Analyzed
Necessary when there are a number of similar jobs
Job Design• the process of systematically organizing work
into tasks that are required to perform a specific job
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The Evolution of Jobs and Job Design
Job Specialization
• work simplification• industrial engineeringBehavioural Aspects
• job enlargement, job rotation, job enrichment, team based job design
Ergonomic Aspects
• physical needs of workers
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Designing and Analyzing Jobs | 4-14
Competency-Based Job Analysis
• Competencies: demonstrable characteristics that enable performance of a job
• shift from job-specific duties to competencies in job descriptions; emphasis on employee capabilities
• examples of competencies: • general (reading, writing, mathematics)
• leadership (strategic thinking, motivating)
• technical competencies for specific jobs
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Designing and Analyzing Jobs | 4-15
• Use of competency analysis is becoming more common:• it encourages workers to learn and rotate among jobs
• more strategic approach to defining jobs
• supports performance management process
Competency Based Job Analysis
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Step 3: Collect Job Analysis Information
• Interviews (individual, group, supervisory)
• Questionnaires
• Observations
• Participant diary/log
• National Occupation Classification (NOC)
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Sample Questionnaire
continued
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Designing and Analyzing Jobs | 4-18
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Sample Questionnaire
continued
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Designing and Analyzing Jobs | 4-19
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Sample Questionnaire
continued
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Designing and Analyzing Jobs | 4-20
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Sample Questionnaire
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Designing and Analyzing Jobs | 4-21
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Sample Position Analysis Questionnaire (PAQ)
continued
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Designing and Analyzing Jobs | 4-22
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Sample Position Analysis Questionnaire (PAQ)
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Designing and Analyzing Jobs | 4-23
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Sample NOC Job Description
Click icon to add picture
continued
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Designing and Analyzing Jobs | 4-24
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Sample NOC Job Description
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Designing and Analyzing Jobs | 4-25
Step 4: Verifying Information
• Verify with:• workers currently performing the job• supervisors
• Increases validity and reliability• inconsistencies/concerns can be addressed• participants will be more honest
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Designing and Analyzing Jobs | 4-26
Step 5: Writing Job Descriptions and Job Specifications
• job description• statement of duties, responsibilities, reporting
relationships, and working conditions of the job
• job specifications• statement of requisite knowledge, skills, and
abilities needed to perform the job
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Sample Job Description
continued
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Designing and Analyzing Jobs | 4-28
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Sample Job Description
continued
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Designing and Analyzing Jobs | 4-29
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Sample Job Description
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Human Rights Legislation Considerations
• not legally required but highly advisable
• essential job duties should be clearly identified
• the only criteria examined should be knowledge, skills, and abilities required for the essential duties of the job
• when an employee cannot perform an essential duty because of reasons related to a prohibited ground, reasonable accommodation to the point of undue hardship is required
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Job Specifications
• answers the question “What human traits and experience are required to do this job?”
• all listed qualifications are bona fide occupational requirements (BFORs)
• unjustifiably high educational/experience requirements may lead to systemic discrimination
• qualifications of incumbents should not be confused with the minimum requirements
• for entry-level jobs, identify actual physical and mental demands
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Physical Demands Analysis
continued
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Designing and Analyzing Jobs | 4-33
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Physical Demands Analysis
continued
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Designing and Analyzing Jobs | 4-34
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Physical Demands Analysis
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Sample Job Specification
continued
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Designing and Analyzing Jobs | 4-36
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Sample Job Specification
Click icon to add picture
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Designing and Analyzing Jobs | 4-37
Step 6: Communication and Preparedness for Revisions
• communicate to all relevant stakeholders
• anticipate modifications • restructuring• new product development• technological changes• competitors
