Job Analysis and Design

Job Analysis and Design

• Job analysis and design are important components of developing and maintaining a competitive advantage.

Definition of a Job

• A job consists of tasks, duties, and responsibilities performed by a person.
• A job includes a group of tasks performed for an organization to achieve its goals.
• Jobs are structured into functional clusters (departments) where everyone performs similar work.
• Marketing teams working together
• Engineering teams etc

Job Analysis Defined

• Job Analysis means getting detailed information about a job.
• Job Analysis involves systematically exploring activities within a job.
• Job Analysis consists of determining job tasks, duties, responsibilities, and the needed human attributes (KSAOs).
• Job analysis is a process of systematically compiling information to complete work tasks.

Job Analysis Process

• Involves collection of information from experts about job tasks
• Includes tools and equipment information needed to perform tasks
• Includes condition information such as salary and benefits

Job Analysis Outcomes/Components

• Job descriptions and job specifications are outcomes
• Job evaluations involve relative value/worth of each job in the organization

Job Description

• A list of a job's duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities
• A list of TDRs (tasks, duties and responsibilities) is a common job description

Job Specifications

• List of essential human requirements, including education, skills, and personality
• Job specifications often include a list of KSAOs (knowledge, skills, abilities, and other characteristics)
• Job titles, qualifications, location, experience, training, physical, and mental demands, and requirements are details often included in a job description

Data Collection Methods for Job Analysis

• Observation: Observing and noting physical activities of employees, best for simple jobs
• Interview: Gathering information from employees, groups, or supervisors
• Structured format (checklist)
• Unstructured, free-form

Interview Advantages and Disadvantages

• Advantages: Quick and direct way to find overlooked information
• Disadvantages: Potential for distorted information

Questionnaire Method

• Gathering data via questionnaires, where employees describe job-related duties and responsibilities

Questionnaire Formats

• Structured checklists
• Open-ended questions

Questionnaire: Advantages and Disadvantages

• Advantages: Quick and efficient way to gather large amounts of data from many employees
• Disadvantages: Can be expensive, time consuming and may require extensive testing to make sure information is correct

Observation: Advantages and Disadvantages

• Advantages: Provides first-hand information and reduces distortion
• Disadvantages: Time-consuming and may not capture entire job cycle

Diaries/Logs

• Workers record what they do and time spent on each activity
• Diaries/Logs is a record by the job duties incumbent

Diaries/Logs: Advantages and Disadvantages

• Advantages: Produces a more complete picture
• Disadvantages: Potential distortion of information

Technical Conference Method

• Information which is gathered from managers and supervisors about specific job characteristics
• Suggestions and information about jobs which is gathered from experts in that field
• Job analysis technique that uses employee's supervisor/expert
• A good data gathering method

Combination Method

• Optimal results are achieved by combining all methods to get all points of view
• Individuals employees, immediate supervisors, analysts, and filmed observations are all examples of job data

Types of Information Collected in Job Analysis

• Work activities: cleaning, selling, teaching
• Answers the What, How, Why, and When of each task.
• Human behavior: communicating, deciding, writing
• Job-related demands such as lifting weights or walking long distances
• Machines, tools, equipment, and work aids used
• Knowledge dealt with or applied, and services rendered.
• Performance Standards: quantity and quality output levels used to appraise employees
• Job context: physical working conditions, work schedule, and incentives
• Human Requirements: job-related knowledge, skills, education, training, experience, and personal attributes

Need for Analysis

Used when:

• Starting a new organization.
• Creating or introducing a new job.
• Jobs are changed significantly due to new technologies, methods, procedures, or systems.

Job Analysis Aids in HR Functions

• Recruitment and selection: Helps find the right person and assess skills
• Performance appraisal: Provides guidance in creating performance standards
• Training and development: Helps determine training needs
• Compensation management: Basis for determining rate of pay

Job Analysis Tools and Techniques

• O*Net model: Occupational Information Network, with basic information
• PAQ model: Position Analysis Questionnaire
• F-JAS model

O*Net (Occupational Information Network) Model

• Occupational information network.
• Provides daily aspects of the job and the qualification and interests of the typical worker.
• Helps managers and job analysts list job-related data for many jobs simultaneously.
• Records data including: educational, physical, mental and emotional requirements
• Links to compensation, benefits and advantages for prospective candidates

Worker Characteristics

• Enduring traits that influence a person's performance; abilities, work and personality styles
• Attributes acquired through experience and/or education; Knowledge and Skills
• Job Zone with work experience, education, job related training, license/certification are experience requirements
• Actual work performed on the job and work activities
• Payscales + labor market data

Position Analysis Questionnaire (PAQ)

• The Position Analysis Questionnaire (PAQ) is a standardized job analysis survey with 194 questions that have to do with: work behaviors, work conditions, and general job characteristics
• A trained job analyst has to interview subject matter experts and employees and evaluate all the relevant questionnaires to make sure the process is accurate
• It covers topics such as: Information input, mental processes, work output, relationships, and job context

PAQ Categories Focus On:

• Interpersonal activities
• Work situation and job context (physical and social environment)
• Information input
• Mental processes (decisions; arrangements)
• Work output (physical activities and tools needs)
• Other related aspects (such as working time arrangement or way of compensation)

Fleishman Job Analysis System

• Technique where subject-matter experts evaluate a job in terms of the abilities required
• Abilities include:
• Written Comprehension
• Deductive Reasoning
• Manual Dexterity
• Stamina
• Originality

Stages/Phases in Job Analysis

• Planning Phase
• Preparing and Communicating
• Conducting Phase
• Developing Descriptions and Specifications
• Maintaining

Phase 1: Planning Job Analysis

• Identify job analysis objectives; review job descriptions, compensation, and organizational design.
• Obtain top management support.

Phase 2: Preparing/Communicating Job Analysis

• Identify jobs and methodologies
• Review existing job documentation
• Communicate with all managers/employees

Phase 3: Conducting Job Analysis

• Gather job analysis data with interviews, questionnaires and observation
• Review and compile the data

Phase 4: Developing Job Descriptions/Specifications

• Draft job descriptions and specifications.
• Review drafts with managers and employees and edit and review where necessary

Phase 5: Maintaining/Updating

• Update job descriptions and specifications with organizational changes.
• Review all jobs periodically.

Labor-Management Relations

• Labor relations, relationships between employees and management
• Relationships between management and labor unions.

Labor Relations as Personnel Management Function

• Focus on efficient material resources which depends how well personnel and manpower are utilized
• A focus on treating employees so that each can have the greatest version of themselves

Sources of Labor Problems

• Irritation
• Complaints
• Grievances
• Misunderstanding

Labor Problem Definition

• Difficulty caused by impairment of the harmonious relations between employees and management.
• Affects the morale of employees
• Impairs the efficient operations of the company.

Satisfaction of Human Needs

• Basic physiological needs: hunger, rest, sleep, protection, reproduction
• Social needs: companionship, approval of others, assertion of oneself, self-approval
• Other needs: wage/salary, company policies, working conditions, job security, advancement, supervisors, and assistance

Complaint vs. Grievance

• Complaint: dissatisfaction that disturbs the worker and brought to management
• Grievance: dissatisfaction, complaint, irritation, or misunderstanding arising from job/employer relationship

Settling Disputes

• Mediation: negotiation where disputing parties come together to resolve their issues with a mediator, who can be court appointed
• Conciliation: similar to mediation, with use by government agencies or tribunals

Arbitration

• Dispute is determined by an impartial arbitrator who may be court-appointed, where disputing parties are present
• Cheaper and rules are not rigid

Discrimination Categories

• Adverse impact: based on 80% or 4/5ths rule
• Unfairness: minorities and non-minorities test differently but perform similarly
• Differential validity: performance varies based on different groups

Prejudice vs Discrimination

• Prejudice - Unjustified or negative opinion towards an individual based on social group.
• Discrimination - Negative actions or behavior toward a person or people.

Legal Definitions

• Labor Relations - relationship between labor and management
• Employer - person who hires employees
• Employee - person hired by employer

Collective Bargaining

• Process of negotiation between employers and a group of employees to regulate working conditions.
• Common interests of employees are usually represented by one particular trade union

What is a Union?

• Organized group of workers who use their collective voice to fight for a better workplace
• Workers have legal right to impact work hours, benefits, wages, health and safety

Collective Bargaining and HR

• Labour relations is closely tied to HR
• Covers policies on promotions, job security and layoffs
• HR is most critical in understanding compensation and benefits in collective bargaining since all wages and benefits are subject to debate

Labor Contract

• Agreement between a labor Union and the management
• Agreement will affect how people work to the details like their wages that they should receive, the benefits that are provided the employee plus other aspects of their profession.

Collective Bargaining Issues

• Wage-related issues
• Supplementary (or economic benefits)
• Institutional issues Administrative concerns

Four Types of Collective Bargaining

• Distributive - Issues like wages/bonus will get discussed
• Integrative- Negotiations on issues where both sides gain or stay neutral.
• Attitudinal Restructuring- Shaping or reshaping things.
• Intra-organizational - Generally focuses to resolve conflicts within.

Core Steps of Collective Bargaining

• Preparation stage (includes properly structuring the team)
• Have a fruitful discussion on the points for negotiation.
• Presentation stage, that includes all the possible options that are at your disposal for the said negotiation
• The bargaining stage, that involves all the details that comprise the negotiation process plus the drafting stage
• Settlement is agreed upon

Public Sector Labor Management Council (PSLMC)

• Promote the idea that workers in the business have rights in their career plus they have an environment that’s encouraging for their jobs
• Is the sound exercise of political, economic and authority, to manage countries with the needed services
• Is the enforcement to making the heads of the business be held to certain standards, the community is able to hold these officials fully accountable.

PSLMC: Employee Representation

• National Government Agencies + Local Government Units + Public Corporations + State Colleges.
• They manage certain negotiation disputes and labor practices.

Labor Management and Conflict Management

• Labor: Cooperation is where work and management act together and handle problems together, it can be done by helping all sides discuss together and share data plus properly bargain it out
• Workplace conflicts lead employers to take action and solve disputes where needed
• Good workplace behaviour will lead the company to be structured and productive.

An overview of job analysis and design, key components for competitive advantage. It includes defining a job, the process of job analysis and how it systematically explores activities within a job. Focus on tasks, duties, responsibilities, and required human attributes.