Job Analysis and Design PDF

Job analysis and Job design COM502 EMC/2024  Job An ctivity people do for which they get p id a a Work low analysis Determining the best processes, types, and mix of jobs f Job anal...

Job analysis and Job design COM502 EMC/2024  Job An ctivity people do for which they get p id a a Work low analysis Determining the best processes, types, and mix of jobs f Job analysis systematic process of collecting information about all of the parameters of a job  B sic responsibilities Beh viors Skills Physic l nd ment l requirements Tools Environment nd times With whom Outcomes or perform nce level a a a a a a a  Inform tion from Job An lysis Inform tion needed to do the work (even without h ving KNOWLEDGE done the work) Attributes usu lly cquired from h ving done the work in SKILLS the p st gener l enduring c p bility th t n individu l possesses; ABILITIES Physic l, emotion l, intellectu l nd psychologic l ptitude OTHER CHARACTERISTICS job-rel ted licensing, certi c tions, or person lity tr its. a a a a a a a a a a a a a fi a a a a a a a a Job Analysis: The Cornerstone of HRM Functions Fig. 4.1 (Snell & Morris, 2023) Job Analysis Sources of job information Incumbents Diction ry of Occup tion l Titles (DOT) Occup tion l Inform tion Network (O*NET) a a a a a a  Job analysis methods Observ tion O -the-shelf-questionn ires Interviews Di ries ff a a a The Job Analysis Process Fig. 4.2 (Snell & Morris, 2023) Controlling the Accuracy of the Job Data Collected Look for responses th t contr dict other f cts or impressions bout the job. Collect inform tion from represent tive s mple of individu ls doing the s me job, not just one or two jobholders. Once job n lysis is done, it should be checked for ccur cy by the jobholders nd their m n gers. a a a a a a a a a a a a  Other sources of job analysis information Function l Job An lysis (FJA) Critic l Incident Method Position An lysis Questionn ire T sk Inventory An lysis (PAQ) Competency-b sed ppro ch a a a a a a a a a a Job description Statement of the tasks, duties, and responsibilities (TDRs) of a job to be performed Often includes section on Job Speci ic tion a f Parts of a Job Description Job Title Job duties section Job speci ic tion Job identi ic tion section (If not written s sep r te document) f f a a a a a a  Parts of a Job Description Job title Job duties section Provides st tus to the employee Arr nged in order of import nce nd indic tes time devoted to e ch Provides n indic tion of wh t the duties of duty the job ent il Indic tes the level of the job in the org niz tion Job speci ic tion (If not written s sep r te document) The skills required to perform the job Job identi ic tion section Include the educ tion, experience, nd speci lized tr ining, nd the person l tr its or bilities nd m nu l dexterities required Cont ins inform tion such s job code, The job’s physic l dem nds reporting, nd w ge inform tion Refer to how much w lking, st nding, re ching, lifting, bending, or Cont ins “Purpose” st tement which t lking must be done distinguishes the job a a a a a a a a a f a f a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a a Problems with Job Descriptions If they re poorly written, using v gue r ther th n speci ic terms, they provide little guid nce to the jobholder. They re sometimes not upd ted s job duties or speci ic tions ch nge. They m y viol te the l w by cont ining speci ic tions not rel ted to job success. They c n limit the scope of ctivities of the jobholder, reducing n org niz tion’s lexibility. a a a a a a a a a a a a Writing job descriptions Things to keep in mind Direct nd simple wording No unnecess ry words “Other duties” a a  Trends in job analysis P ce of ch nge in jobs cceler ting Robotics, AI, pplic tions of inform tion technology becoming more widely v il ble Job n lyses must be lexible to respond to ch nges Must b l nce need for lexibility with need for leg l document tion; put gre ter emph sis on job design a a a a a a a a a a a a a f f a a a Job design  Job design An outgrowth of job n lysis th t improves jobs through technologic l nd hum n consider tions in order to enh nce org niz tion e iciency nd employee job s tisf ction a a a a a a a a a a ff a  Approaches to job design Design for Design for s fety e iciency Design for Design for nd he lth (Industri l motiv tion ment l c p city (Ergonomics) Engineering) a ff a a a a a a a  Industrial engineering A ield of study concerned with n lyzing work methods nd est blishing time st nd rd Modify, combine, re rr nge, or elimin te elements of work f a a a a a  Design for Motivation Ensures workers h ve positive ttitude a a a Figure 4.6: Job Characteristics Model (Snell & Morris, 2023)  Job enlargement Bro dening t sks performed in job a a a  Job Enrichment dding more me ningful t sks nd duties to m ke the work more rew rding or s tisfying a a a a  Employee team A group of employees working together tow rd common purpose, in which members h ve complement ry skills, members’ work is mutu lly dependent, nd the group h s discretion over t sks performed Teamwork Synergy a  Employee teams Typical team functions Setting work schedules De ling directly with extern l customers Tr ining te m members Setting perform nce t rgets Budgeting Inventory m n gement Purch sing equipment or services a a a a a a a a a Flexible work schedules Flextime Job sh ring Compressed Telecommuting workweek a  Ergonomics the study of the inter ction between people nd their work environments Minimize physic l str in Incre se e iciency a ff a a a Designing for Mental Capabilities and Limitations The mind h s c p bilities nd limit tions. Technology c n c use inform tion overlo d. Limit mount of inform tion nd memoriz tion required Go l: Provide dequ te lighting Simplify ment l dem nds to limit mist kes Give simple instructions nd e sy-to-re d g uges nd displ ys a a a a a a a a a a a a a a a a a a a a a a a  References: Snell, S., nd Morris, C. (2023). M n ging Hum n Resources (19th ed.). Ceng ge Le rning. (with MindT p technology). Noe, Hollenbeck, Gerh rt nd Wright (2020), Fund ment ls of Hum n Resource M n gement (8th ed). McGr w Hill. a a a a a a a a a