HRM davis Chapter 5 job analysis 2014

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CHAPTER FIVE

JOB ANALYSIS & DESIGN

Session 2

Werther, Jr., W.B., & Davis, K. (2006).

Human Resources & Personnel Management.

(5th Edition). Singapore. McGraw Hill


Explaining the steps in job analysis

Describing the use of job analysis information in

organizations

Explaining the process of design work

Describes the design engineering jobs

OBJECTIVE


The definition:

Systematic process of determining the skills, duties, and

knowledge required for performing jobs in an organization.

Job Analysis collect, evaluate, & organize the information

about the job to study the patterns of activities and

determine the task, duties, & responsibilities needed for

each job

Small operation need simple job. When complexity arise, it

demand higher need HRIS

INTRODUCTION


Task

• A basic element of work that is a logical and necessary step in performing a job duty.

Duty

• Consists of one or more tasks that constitute a significant activity performed in a job.

Responsibility

• One or several duties that identify and describe the major purpose or reason for the job’s existence

INTRODUCTION


Task

• Conduct recruitment process thoroughly

Duty

• Plan the Succesion for the certain level.

Responsibility

• Manage the HR Department

INTRODUCTION


JOB can be describe as patterns of task, duties, &

responsibilities done by a person

Identifies components of job by answering 4 questions:

What does incumbent actually do?

What are duties, responsibilities, & performance expectations?

What KSAs (knowledge, skill and attitude) are needed for

success?

What are conditions, location, physical & social needs,

supervision needs, etc. under which job is performed?

INTRODUCTION


Tasks Responsibilities Duties

Job Analysis

Job Descriptions

Job Specifications

Knowledge Skills Attitudes

• Human Resource Planning

• Recruitment

• Selection

• Training and Development

• Performance Appraisal

• Compensation and Benefits

• Safety and Health

• Employee and Labor Relations

• Legal Considerations

• Job Analysis for Teams

Job Standards

JOB ANALYSIS


JOB ANALYSIS PHASE

What type of

Organization &

function to perform

Job identification

Questionnaire

development

Data collection

Use the result to create:

• Job descriptions

• Job specifications

• Job/performance

standards

Which useful

as an input for

HRIS

HRIS needed to perform:

• Job design

• HR planning

• Recruitment, selection and training

• Performance evaluation

• Compensation and benefit

• EEO Compliance

Analyze the findings


JOB ANALYSIS

Knowing & mastering the jobs available in an organzation

Who will be responsible for conducting job analysis?

How to choose the sample?

If there are 40 cashiers, do we have to analyze all of them? Why?

The result must be formalized so it could be useful to

managers


JOB ANALYSIS

• Identify the job

• Collect job information

• Develop questionnaire

• Analyst the finding

Steps to conduct

job analysis:


IDENTIFY JOBS

Search thru the entire organization about the function or

work available

Find the pattern of the work flow

Construct list of the jobs.

You can us:

organization charts

payroll

discussion (talk to the employee and management)

earlier records


IDENTIFY JOBS

The work flow:

Each job in the organization should receive work as an input, add

value to that work by doing something useful to it, and then move

the work on to another worker.

Work-flow analysis usually reveals that some steps or jobs can be

combined, simplified, or even eliminated.

In some cases, it has resulted in the reorganization of work so

that teams rather than individual workers are the source of value

creation.


COLLECTION of INFORMATION

Inform the employees.

Why?

Compare with outside organizations and its

industry/environment

Identify the jobs to be analyzed


DEVELOP QUESTIONNAIRE

Construct a well prepared questionnaire

It help to standarized and consistency

In US, they have Position Analysis Questionnaire

Job analysis questionnaire should cover ;

Duties & responsibilities

Human abilities

Performance standard

There should be a different questionnaire for technical,

crerical, & managerial jobs


DEVELOP QUESTIONNAIRE

Sample of questionnaire can be found on p. 122 –

124

Questionnaire should have ;

Status (how current) & identification of the jobs

Duties & responsibilities

Human characteristic (KSA) & working conditions

(unique needs)

Performance standards


DATA COLLECTION

Consider costs, time, accuracy, & resources

Sources of data ;

Interview the holder & supervisor (use checklist to

control the situation).

Panel of experts

Mail questionnaires

Employee log

Observations

Mixed approach


THE USE OF JOB ANALYSIS INFO

Create job descriptions and spesification for effective

recruitment

Determine appropriate selection tests.

Training needs analysis

Conduct wage and salary evaluation.

Determine performance criteria and standards


THE JOB ANALYSIS SAMPLE


JOB DESCRIPTIONS

Written statement that explain the duties, working condition, & other aspect of the jobs

Same format in one firm is better

Define what a job is, profile of the job

It must include ;

• Job identity

• Job summaries & duties

• Working conditions

• Approval from the management authority


JOB SPECIFICATIONS

What it takes for someone to perform the jobs

The requirement of KSA

• Training, education, certification

• Experience, mental, language, legal, tools, strength, thinking, action,

• Safety, unpleasent environtment,

Be specific

Contain only what is the job required, not anything else


JOB PERFORMANCE/STANDARD

Criteria to measure and differ the succesful of jobs holder

from others

Job Standards are a key part to control and measure the

performance

Used as:

the targets for employee efforts,

criteria against which job success is measured.


SAMPLE of Job Standard

Consistently strive to exceed our customers' expectations. Deliver products and services at the agreed upon time to all customers.

Listen to, accept, and act upon customer feedback.

Assist all customers in defining their needs and requests.

Provide courteous and professional customer service.

Deliver the highest quality products and service with the goal of exceeding

customer expectations

95% of responses to written inquiries are accurate and issued within 30 days.

Telephone inquiries are accurately and timely answered.

97.5% or more telephone calls are answered within 120 seconds.

All Trunks Busy (ATB) level is 20% or less.

All manual requirements for accuracy are met.

98% of all claims are processed within 60 days.


HR INFORMATION SYSTEM

Warehouse of job informations

Consist of numerous data from planning the HR thru the

separations

Job families group of jobs that are closely related in

terms of duties, responsibilities, KSA


JOB DESIGN

5 core job dimensions

skill variety,

task identity, degree to which a person is in charge of

completing an identifiable piece of work from start to

finish

task significance, whether a person's job substantially

affects other people's work, health, or well-being

autonomy, degree to which a person has the freedom to

decide how to perform his or her tasks

Feedback, people learn how effective they are being at

work


JOB DESIGN

Employees psychological states

View their work as meaningful

Feel responsible for the outcomes

Acquire knowledge of results

Acknowledge


JOB DESIGN

Job design

A systematical process by which jobs are characterized and

engineered based on its elements to gain organizational

productivity and employee satisfaction

Work arrangement (rearrangement) aimed at reducing or

overcoming job dissatisfaction & employee alienation arising from

repetitive and mechanistic tasks.

The design of a job reflect the organizational,

environtmental, & behavioural demands.

Job designers have to create satisfying & productive jobs

Poor job design can affect productivity, performance,

satisfaction

JOB DESIGN

With job design, organizations can raise productivity levels

by offering non-monetary rewards such as ;

Greater satisfaction from a sense of personal achievement

in meeting the increased challenge

Responsibility of one's work.

The trade-offs between productive & satisfaction still at

large

Job enlargement, job enrichment, job rotation, & job

simplification are the various techniques used in a job

design exercise. Our Sources : http://www.businessdictionary.com/definition/job-design.html


JOB DESIGN

Job enlargement expands a job’s duties.

Auto workers whose specialized job is to install carpets on the car floor

may have their job enlarged to include the extra duties of installing the

car’s seats and instrument panel

Job rotation rotates workers among different narrowly defined

tasks without disrupting the flow of work.

A worker whose job is installing carpets would be rotated periodically to

a second workstation where she would install only seats in the car


JOB DESIGN

Job enrichment is the process of putting specialized tasks back

together so that one person is responsible for producing a whole

product or an entire service. Instead of people working on an assembly line at one or more stations, the entire

assembly line process is abandoned to enable each worker to assemble an entire

product, such as a kitchen appliance or mobile phone



INPUTS PROCESS OUTPUT

Organizational

Elements

Environtmental

Elements

Behavioural

Elements

Job design Productive &

Satisfying Job

FEEDBACK

JOB DESIGN

JOB DESIGN TACTICS

Employee Engagement

Job Specialization

Job Rotation

Job enlargement - Job enlargementrefers to expanding the tasks

performed by employees to add more variety.



ORGANIZATIONAL ELEMENTS

Concerned with efficiency (Frederick Taylor)

Specialization & repetition are the key in design job

Mechanistic approach (use in assembly line)

Identifying every task so that can be arranged to minimize time &

efforts

Limited number of task group into job

Short the job cycles

Require less training and allow worker to learn quickly


ORGANIZATIONAL ELEMENTS

Other method ;

Work flow, sequence and balance

Ergonomics, physically interface with the equipment. Ease of use.

Work practices. Set ways of performing work result of tradition,

past work practices, or collective wishes from employees


ENVIRONTMENTAL ELEMENTS

Concern with employee potential

The ability & availability of potential employee

Job must adjusted according to the ability and availability of the

workforce

Social expectation

Higher expectation in today’s workforce

Salary, work condition, holidays, management style, wuality of

work life


BEHAVIOURAL ELEMENTS

Concern with individual needs

These personal elements often play most important role in

the organization

These sub elements must appear to motivate employee to

measure their achievement

Autonomy. Level of authority

Variety. Complexity of work.

Task identity. Completeness of work

Feedback. As a form of evaluation

Task significance. Importance of work to others


BEHAVIOUR & EFFICIENCY

TRADE-OFFS

More efficient job can cause less satisfy employee

Productivity VS specialization

Satisfaction VS specialization

Learning VS specialization

Turnover VS specialization


TECHNIQUE of JOB REDESIGN

Is jobs have to be more or less specialization?

Analysis & experiment are the way to determine what is the

correct action

Underspecialization

Work simplification. Could cause boredom

Reengineering. Eliminating uneeded steps

What do you think of the workforce in developing countries,

do they need specialized jobs or not?

What do you think of worker with complete skills?

What kind of work you prefer to do?



Overspecialization

Job rotation. Move from job to job

Job enlargement. Add similar duties to provide variety (horizontal

loading). More things to do

Job enrichment. Increasing resposibilities, autonomy, & control

(vertical oading). More plan & control



Autonomous work team

Self directed, leaderless

3 – 15 persons who cross-trained

Work independently to achieve desired goals


CONCLUSION

HR must balance the good quality of work life with the bottom

line

Happy workers is not the main goals

The key is to achieve strategical success of the firm while

improving the worker’s quality of work life

JOB ANALYSIS


More about

Job Analysis

JOB ANALYSIS

Method to gather, synthesize and implement the information available

regarding the workforce in the concern.

A personnel manager has to undertake job analysis so as to put right

man on right job

The information collected under job analysis is :

Nature of jobs required in a concern.

Nature/ size of organizational structure.

Type of people required to fit that structure.

The relationship of the job with other jobs in the concern.

Kind of qualifications and academic background required for jobs.

Provision of physical condition to support the activities of the concern. For

example- separate cabins for managers, special cabins for the supervisors,

healthy condition for workers, adequate store room for store keeper.


http://www.managementstudyguide.com/job-analysis.htm

ADVANTAGE of JOB ANALYSIS

Job analysis helps the personnel manager at the time of recruitment

and selection of right man on right job.

It helps him to understand extent and scope of training required in

that field.

It helps in evaluating the job in which the worth of the job has to be

evaluated.

In those instances where smooth work force is required in concern.

When he has to avoid overlapping of authority- responsibility

relationship so that distortion in chain of command doesn’t exist.

It also helps to chalk out the compensation plans for the employees.

It also helps the personnel manager to undertake performance

appraisal effectively in a concern.



JOB DESCRIPTION

An organized factual statement of job contents in the form of duties,

tasks, & responsibilities of a specific job.

The preparation of job description is very important before a vacancy is

advertised. It tells in brief the nature and type of job.

This type of document is descriptive in nature and it constitutes all those

facts which are related to a job such as :

Title/ Designation of job and location in the concern.

The nature of duties and operations to be performed in that job.

The nature of authority- responsibility relationships.

Necessary qualifications that are required for job.

Relationship of that job with other jobs in a concern.

The provision of physical and working condition or the work environment

required in performance of that job.



ADVANTAGES of JOB.DESC.

It helps the supervisors in assigning work to the subordinates so that

he can guide and monitor their performances.

It helps in recruitment and selection procedures.

It assists in manpower planning.

It is also helpful in performance appraisal.

It is helpful in job evaluation in order to decide about rate of

remuneration for a specific job.

It also helps in chalking out training and development programmes.



http://www.managementstudyguide.com/manpower-planning.htm

JOB SPESIFICATION

A statement which tells us minimum acceptable human qualities

which helps to perform a job.

Job specification translates job description into human qualifications

so that a job can be performed in a better manner. J

ob specification helps in hiring an appropriate person for an

appropriate position. The contents are :

Job title and designation

Educational qualifications for that title

Physical and other related attributes

Physique and mental health

Special attributes and abilities

Maturity and dependability

Relationship of that job with other jobs in a concern



ADVANTAGES of JOB.SPEC.

It is helpful in preliminary screening in the selection procedure.

It helps in giving due justification to each job.

It also helps in designing training and development programmes.

It helps the supervisors for counseling and monitoring performance of

employees.

It helps in job evaluation.

It helps the management to take decisions regarding promotion,

transfers and giving extra benefits to the employees.

http://wps.pearsoned.co.uk/ema_uk_he_slack_opsman_4/17/4472/1144

953.cw/index.html%20parentloc



HRM davis Chapter 5 job analysis 2014

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