Hrm Week 4 - Rhein

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HUMAN RESOURCE MANAGEMENT Job Analysis and Design Resume and Cases RHEINHARD STEFANUS RAWUNG 041112109 HUMAN RESOURCE MANAGEMENT ENGLISH CLASS FACULTY OF ECONOMIC AND BUSINESS AIRLANGGA UNIVERSITY

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HUMAN RESOURCE MANAGEMENT

Job Analysis and Design

Resume and Cases

RHEINHARD STEFANUS RAWUNG

041112109

HUMAN RESOURCE MANAGEMENT

ENGLISH CLASS

FACULTY OF ECONOMIC AND BUSINESS

AIRLANGGA UNIVERSITY

2015

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Job Analysis and Job Design

Job Analysis Job DesignProcess of determining and reporting pertinent information relating to the nature of a specific job.

Process of structuring work and designating the specific work activities of an individual or group of individuals to achieve certain organizational objectives.

Basic Terminology

Micromotion

Simplest unit of work; involves very elementary movement, such as reach-ing, grasping, positioning, or releasing an object.

Element

An aggregation of two or more micromotions; usually thought of as a complete entity, such as picking up or transporting an object.

Task

Consists of one or more elements; one of the distinct activities that constitute logical and necessary steps in the performance of work by an employee. A task is performed whenever human effort, physical or mental, is exerted for a specificpurpose.

Duties One or more tasks performed in carrying out a job responsibility.

Responsibilities Obligations to perform certain tasks and assume certain duties.

PositionCollection of tasks an responsibilities constituting the total work assignment of a single employee.

Job

Group of positions that are identical with respect to their major or significant tasks and responsibilities and sufficiently alike to justify their being covered by a single analysis. One or many persons may be employed in the same job.

Occupation A grouping of similar jobs or job classes.

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Job AnalysisJob analysis is the cornerstone of all human resource functions. Specifically, data

obtained from job analysis form the basis for a variety of human resource

activities. These activities include:

a. Job Definition

A job analysis results in a description of the duties and responsibilities of

the job. Such a description is useful to the current jobholders and their

supervisors as well as to prospective employees.

b. Job Redesign

A job analysis often indicates when a job needs to be redesigned.

c. Recruitment

Process of seeking and attracting a pool of people from which qualified

candidates for job vacancies can be chosen.

d. Selection and Placement

Process of choosing from those available the individuals who are most

likely to perform successfully in a job.

e. Orientation

Introduction of new employees to the organization, work unit, and job.

f. Training

Learning process thatinvolves the acquisition of skills, concepts, rules, or

attitudes to increase employee performance.

g. Career Counseling

Managers and human resource specialists are in a much better position

to counsel employees about their careers when they have a complete

understanding of the different jobs in the organization.

h. Employee Safety

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A thorough job analysis often uncovers unsafe practices and/or

environmental conditions associated with a job. Focusing precisely on

how a job is done usually uncovers any unsafe procedures.

i. Performance Appraisal

To evaluate an individual employee’s performance on a job. A

prerequisite is a thorough understanding of exactly what the employee is

supposed to do. Then and only then can a fair evaluation be made of how

an individual is performing.

j. Compensation

A proper job analysis helps to ensure that employees receive fair

compensation for their jobs. Once the worth of a job has been

established relative to other jobs, the employer can determine an

equitable wage or salary schedule.

Table 1 Information Provided by a Job Analysis

Product of Job AnalysisJob Description : Written synopsis of the nature and requirements of a job.

Job Specification : Description of the competency, educational, and

experience

qualifications the incumbent must possess to perform the

job.

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Table 2 Contents of a Job Description

Job Analysis Methodsa. Observation

A method of analyzing jobs that is relatively simple and straightforward. It

can be used independently or in conjunction with other methods of job

analysis. This information includes such things as what was done, how it

was done, how long it took, what the job environment was like, and what

equipment was used.

b. Motion and Time Study

a. Motion Study

Job analysis method that involves determining the motions and

movements necessary for performing a task or job and then

designing the most efficient methods for putting those motions

and movements together.

b. Time Study

Job analysis method that determines the elements of work

required to perform the job, the order in which those elements

occur, and the times required to perform them effectively.

c. Work Sampling

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A type of observation method based on taking statistical samples

of job actions throughout the workday, as opposed to continuous

observation of all actions. By taking an adequate number of

samples, inferences can be drawn about the requirements and

demands of the job.

c. InterviewsRequires that the person conducting the job analysis meet with and

interview the jobholder. Usually the interview is held at the job site.

Interviews can be either structured or unstructured.

d. QuestionnairesJob analysis questionnaires are typically three to five pages long and

contain both objective and open-ended questions.

a. Position Analysis Question (PAQ)

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b. Management Position Description Questionnaire (MPDQ)

Table 3 Employee Activity Categories Used in the PAQ

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c. Functional Job Analysis (FJA)

d. Dictionary of Occupational Tiles (DOT)

e. O*NET Dictionary of Occupational Tiles

The O*NET is a new computerized database of information on

occupations. Developed by the U.S. Department of Labor, O*NET

stands for “The Occupational Information Network. The O*NET,

first released in early 1998, will eventually replace the DOT, which

was last revised in 1991. Many of the occupations listed in the

DOT were similar, highly specialized, or employed few people. The

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O*NET is much smaller and hopefully more useful. O*NET is not a

book but rather a database with many details about each

occupation. In addition to a narrative description, each O*NET

occupation includes material on data element descriptions. Access

to the electronic form of the O*NET data is now available.

The ADA and Job AnalysisThe ADA also requires the identification of the essential functions of each job and

a reasonable accommodation to the disabilities of qualified individuals. The job

analysis process is the basic method used to identify essential job functions. An

essential job function is one that is fundamental to successful performance of

the job; in contrast, marginal job functions may be performed at certain times

but are incidental to the main purpose of the job. A particular job function is

considered marginal if its performance is a matter of convenience and not a

necessity.

Potential Problems with Job AnalysisIn analyzing jobs, certain problems can occur. Some of these problems result

from natural human behavior; others stem from the nature of the job analysis

process. Some of the most frequently encountered problems associated with job

analyses are the following:

a. Top management support is missing.b. Only a single means and source are used for gathering data.c. The supervisor and the jobholder do not participate in the design of the

job analysis procedure.d. No training or motivation exists for jobholder.e. Employees are not allowed sufficient time to complete the analysis.f. Activities may be distorted.g. There is a failure to critique the job.

Job DesignThe job design process can generally be divided into three phases:

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1. The specification of individual tasks: What different tasks must be

performed?

2. The specification of the method of performing each task: Specifically, how

will each task be performed?

3. The combination of individual tasks into specific jobs to be assigned to

individuals: How will the different tasks be grouped to form jobs?

Phases 1 and 3 determine the content of the job, while phase 2 indicates

precisely how the job is to be performed. The overall goal of job design is to

develop work assignments that meet the requirements of the organization and

the technology, and that satisfy the personal and individual requirements of the

jobholder. The key to successful job design is to balance the requirements of the

organization and the jobholder.

Job Scope and Job DepthJob scope and job depth are two important dimensions of job design. Job scope

refers to the number and variety of different tasks performed by the jobholder.

Job depth refers to the freedom of jobholders to plan and organize their own

work, work at their own pace, and move around and communicate as desired.

Sociotechnical Approach to Job DesignThe following guidelines use the sociotechnical approach to designing jobs:

1. A job needs to be reasonably demanding for the individual in terms other

than sheer endurance, yet provide some variety (not necessarily novelty).

2. Employees need to be able to learn on the job and to continue learning.

Table 4 Advantages of Job Specialization

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3. Employees need some minimum area of decision making that they can

call their own.

4. Employees need some minimal degree of social support and recognition

in the workplace.

5. Employees need to be able to relate what they do and what they produce

to their social lives.

6. Employees need to believe that the job leads to some sort of desirable

future.

The Physical Work EnvironmentIncludes factors such as temperature, humidity, ventilation, noise, light, and

color, can have an impact on the design of jobs. In general, the work

environment should allow for normal lighting, temperature, ventilation, and

humidity. Baffles, acoustical wall materials, and sound absorbers should be used

where necessary to reduce unpleasant noises. If employees must be exposed to

less-than-ideal conditions, it is wise to limit these exposures to short periods of

time to minimize the probability that the worker will suffer any permanent

physical or psychological damage.

Alternative Work SchedulesAnother factor that affects job design is the work schedule. In the last several

years, organizations have increasingly departed from traditional work schedules

in an attempt to increase productivity or decrease cost. While changes in the

work schedule do not generally alter work to be done, they can affect how the

work is allocated.

The most common alternative work schedules are :

a. Flextime

Allows employees to choose, within certain limits, when they start and

end their workday. Flextime has the advantage of allowing different

employees to accommodate different lifestyles and schedules. Other

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potential advantages include avoiding rush hours and having less

absenteeism and tardiness. Organizations with flextime schedules may

also see an increase in productivity. On the downside, flextime can create

communication and coordination problems for supervisors and

managers.

b. Telecommuting

The practice of working at home or while traveling and being able to

interact with the office. Today’s information technology (PCs, the

Internet, cellular phones, etc.) has made telecommuting a reality for

many companies. Advantages of telecommuting include less travel time,

avoiding rush hour, avoiding distractions at the office, and being able to

work flexible hours. Potential disadvantages of telecommuting are

insurance concerns relating to the health and safety of employees

working at home. Another drawback is that some state and local laws

restrict just what work can be done at home.

c. Job Sharing

New concept whereby two or more part-time individuals perform a job

that would normally be held by one full-time person. Job sharing can be

in the form of equally shared responsibilities or split duties, or a

combination of both. Job sharing is especially attractive to people who

want to work, but not full-time. A critical factor relating to job sharing is

how benefits are handled. Often benefits are prorated between the part-

time employees.

d. Condensed Workweek

The number of hours worked per day is increased and the number of days

in the workweek is decreased. Typically, this is done by having employees

work 10 hours per day for four days per week (known as 4/40).

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Advantages of the condensed workweek are lower absenteeism and

tardiness, less start-up time, and more time available for employees to

take care of personal business. One potential disadvantage is the fatigue

that often accompanies longer hours.

Incident 5-1The Tax Assessor’s OfficeQuestions

1. What actions would you recommend to the director?

Since the problems had arisen from misunderstandings concerning

responsibility for particular duties, so I would recommend to updating the

job description for every employees in that Tax Assessor’s Office by doing

the job analysis. These are the examples of potential problems which

arise in job analyzing. In this case, the problems should be easy to handle,

because this is a small organization consist of only eight people.

“The nature of most positions has changed considerably since then

because of the implementation of the computer system. No attempt has

been made to put these changes in writing. The director formerly held

staff meetings to discuss problems that arose within the office; however,

no meetings have been held in several months.” This statement was

showing us that:

a. The top management support was missing,

no meetings have been held in several months;

b. There is no supervising activity and no training or motivation exists

which means no continuous improvement,

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No attempt has been made to put these changes(The nature of most

positions has changed considerably since then because of the

implementation of the computer system) in writing.;

c. And distorted activities.

A strong undercurrent of discontent because the clerk-typists feel the

file clerks have too much free time to spend running personal errands

and socializing. On the other hand, the secretaries and clerk-typists

frequently have to work overtime doing work they believe could

easily be picked up by the file clerks. The file clerks claim they should

not have to take on any additional duties, since their paychecks would

not reflect the extra responsibilities.

After we knew what the problems, we can clear the problems by doing the

job analyzing. How? Use the four methods of job analysis: observation,

interviews, questionnaires, and functional job analysis. For this small kind

organization, I think the four methods can be applied well and I hope these

solutions could resolve the problems quickly.

2. Why do you think job descriptions are not updated in many organizations?

Did you know….

Most (97%) organizations have some job descriptions

Many (40%) organizations’ job descriptions are out of date

Only 8% update job descriptions on a set schedule

Almost 80% update job descriptions only when a job has changed

significantly or when a job is “officially” evaluated1

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1 WorldatWork - See more at: http://www.singergrp.com/blog/2014/01/28/job-descriptions-how-to-make-them-work-for-you/#sthash.WoIhb7Hs.dpuf

Many organizations these days seem to overlook the importance of

updating and writing new job descriptions. In most cases, companies tend

to make job descriptions but totally forget to update them. They often

ignore the importance of updating job descriptions, believing that it is

sufficient to leave the job descriptions as they were initially made. Little

do they realize that the updating and writing of new job descriptions is

very important and keeping job descriptions relevant is very crucial for

the competitiveness and well-being of the entire organization.2

These are the empirical studies that prove job descriptions are not

updated in many organizations because Many organizations treat a whole

host of documentation as being cast in stone. Following their original

creation, business and marketing plans, policies, procedures, employee

handbooks and countless other important documents are simply left to

gather dust on shelves and in drawers without any thought of them being

updated.3

Incident 5-2Turnover ProblemsQuestions

1. What do you suggest Ms. Shivers do to further promote the idea of

upgrading the data entry clerk and supervisory positions?

Renewal the job design (defined as process of structuring work and

designating the specific work activities of an individual or group of

individuals to achieve certain organizational objectives.) that can

generally be divided into three phases:

2 A Review of the Need for Writing & Updating Job Descriptions for 21st Century Organizations, Sahal.Ali, Indra.Devi., 20093 http://www.hrninjablog.com/?p=2643

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4. The specification of individual tasks: What different tasks must be

performed?

5. The specification of the method of performing each task: Specifically,

how will each task be performed?

6. The combination of individual tasks into specific jobs to be assigned to

individuals: How will the different tasks be grouped to form jobs?

Phases 1 and 3 determine the content of the job, while phase 2 indicates

precisely how the job is to be performed.

2. What can Ms. Shivers do from a job design standpoint to help with the

turnover problem?

Develop work assignments that meet the requirements of the

organization and the technology, and that satisfy the personal and

individual requirements of the jobholder. And to balance the

requirements of the organization and the jobholder.

There is no much thing Ms. Shivers can do, because John Clayton has

never shown interest in Ms. Shiver’s idea. So, I think she must do a proper

and best job design with a holistic approach and proved the reaction

(which led to decreasing turnover rate and inclining performance) and

convinced to her boss.