Workdesign Jobanalysis Managers

8/10/2019 Workdesign Jobanalysis Managers

1/12

Division of Human Resources

CSU will be recognised for the outstanding achievements of its people

Work Design and JobAnalysis:

An overview for anagers

July !""#


2/12



Introduction

Workforce planningis$ in the broadest sense$ the activityre%uired to map the human resources re%uired to achieve anorganisation&s strategy'

Work design deals with the way work is organised andmanaged including structures and grouping of functions'

Job analysisis the process of describing what work needs to

be done and includes speci(c responsibilities and workingrelationships'

)he manager is responsible for designing structure and *obsbut it is also advisable that sta+ also are involved in designing*obs'


3/12


4/12



Well designed work aims to strike a balance between:

Functional eectiveness

ie: does the work design increase productivityand enhanceefciency.

Human values

ie: does the work design maintain or enhancejob satisactionand health and saety'

0n this way work is viewed more of a group function based onwhat works for overall performance$ rather than a series of

static individual *obs and task descriptions'

What does it achieve?


5/12



When are jos analysed?

When vacancies occur 1 this provides an opportunity to learnfrom the outgoing person about what was good and bad about

the *ob and what could be changed'

When creating a new position 2 this provides an opportunity toreview the changing needs of the workplace

When introducing workplace change such as technology ornew processes that will impact on the way work is currentlydone'

When designing a new structure to deliver services'


6/12



!ask Identity Whole and identi(able pieces of workwith clear ob*ectives and a visibleoutcome

!ask signi"cance Work (ts the purpose of theorganisation

#kill variety 3e%uires a range of skills and talents4

provides challenge$utonomy Substantial discretion and decision

making 5within set boundaries6

Feedack Work provides direct and clearinformation about e+ectiveness andperformance

Well designed jos provide


7/12



%& $ll jos have clearly de"ned activities'responsiilities and accountailities which

contriute to the overall ojectives of theorganisation

Issues to be considered(

What functions/activities are to be undertaken7 Why arethey needed7

.ow do these contribute to the overall ob*ectives of theorganisation7

.ow do the activities relate to the workforce plan7

0s the *ob being designed around e-isting sta+ rather thanthe or anisation&s needs7

%) *rinciples of well designedjos+++&


8/12



, $re located correctly within the organisation

Issues to be considered( 3elationship mapping 1 what interactions are re%uired

between organisational units$ across functions and betweenroles7

Do roles overlap7 0s there role clarity7

.ow can the grouping of tasks provide a cost2e8cientprocess7

Are there specialised or rare skills that are best groupedtogether7

Well designed jos+++&


9/12



- $llow for a degree of discretion and decision makingy the employee


Are the responsibilities$ accountabilities and delegationsallocated optimally7

0s it possible for tasks to provide a coherent whole as well as

variety for the individual employee7 Where do decisions get made7 0s work checked

unnecessarily7 50deally$ the duties of a *ob should beidenti(ed before the supervisory / managerial structure isdeveloped6

0s the *ob responsible for managing or doing 1 if both$ is thisfeasible7



10/12



. Do not include unnecessarily comple/ tasks or tasksthat do not contriute to the achievement of the

organisations ojectives


Why is the task being done7 Can some work9ows be eliminated$ simpli(ed or streamlined7

0 1ake the est use of the availale technology


Are there e8ciencies and/or *ob satisfaction that could be gainedthrough technological solutions7



11/12



2 Have workload that can e successfully completedwithin working hours&

3 $re physically and socially integrated with otherjos and sta&

4 $re free of discriminatory or stereotypical

assumptions&

%) $re physically safe&



12/12



Human Resources can work withmanagers to(

Design work and *obs which suit the purpose of theworkplace'

Consider a range of di+erent ways of working

0dentify any organisational restraints that may need to beaddressed to move forward

Advise on the range of activities associated with workplacechange including:

sta+ consultation change management plans writing statements of duties

identifying appropriate classi(cations recruitment$ translation of sta+ into new structures etc'

Workdesign Jobanalysis Managers

Documents

Transcript of Workdesign Jobanalysis Managers