BUST 200 Job Analysis PDF

BUST 200 JOB ANALYSIS Designing and Redesigning Jobs in Organizations  LESSON OBJECTIVES 1. Discuss the value of the job analysis in the organization. 2. Outline the characteristics of effective job descriptions and job specifications in the organization. 3. Explain the relation...

BUST 200 JOB ANALYSIS Designing and Redesigning Jobs in Organizations  LESSON OBJECTIVES 1. Discuss the value of the job analysis in the organization. 2. Outline the characteristics of effective job descriptions and job specifications in the organization. 3. Explain the relationship between job analysis and the various Human Resource Management functions.  LESSON OBJECTIVES 4. Demonstrate how to select the correct methods of job analysis. 5. Identify the major problems with utilizing job analyses in the organization. 6. Describe the main methods of job redesign.  JOB ANALYSIS  Job Analysis is defined as the process of gathering, analyzing and synthesizing information about jobs.  Job Analysis involves the development of the Job Description and Job Specification, which are so essential to HR planning activity (especially Recruitment and Selection).  JOB ANALYSIS  Job analysis refers to a systematic process of collecting all information about a specific job, including the knowledge, skill requirements, roles, responsibilities and processes needed to create a valid Job Description and Job Specification.  Job analysis also gives an overview of the physical, emotional & related human qualities required to execute the job successfully.  JOB ANALYSIS  Job Analysis ultimately leads to Job Design or Job Redesign. Existing and potential jobs must be analyzed and consistently re-analyzed, designed and redesigned, to ensure that employees are performing the correct functions and roles; helping to fulfil the mission of the organization.  JOB DESIGN & JOB RE-DESIGN  Job Design is the process of determining the specific tasks to be performed, the methods used in performing these tasks, and how the job relates to other work in an organization.  JOB DESIGN & JOB RE-DESIGN  Job Redesign is the process of rearranging tasks and responsibilities to better align roles with the changing environment inside and outside the organization.  JOB ANALYSIS  JA= JD (JOB DESCRIPTION) + JS (JOB SPECIFICATION)  JA= JD (JOB DESIGN) + JRD (JOB RE-DESIGN)  JOB ANALYSIS The purpose of job analysis is to obtain answers to six important questions:  What physical and mental tasks does the worker accomplish?  When is the job to be completed?  Where is the job to be accomplished?  How does the worker do the job?  Why is the job done?  What qualifications are needed to perform the job?  THE JOB DESCRIPTION...  A document that provides information regarding the essential tasks, duties and responsibilities of a job. It includes the following: 1. Job Title 2. Department 3. Summary of purpose of job 4. Roles and responsibilities 5. Outputs desired from the job  THE JOB SPECIFICATION… Evolves from the Job Description.  Includes information on individual characteristics desired; knowledge, skills and abilities (Competencies); & the experience necessary to perform a job.  Also forms the basis for the Core Selection Criteria in the selection process. 13  DEFINING COMPETENCIES (KSAs)  Knowledge: The understanding of factors or principles related to a particular subject.  Skills: These are like abilities but differ in that they combine abilities and capacities that are developed via training experiences (are often psychomotor).  Abilities: General capacities related to the performance of a set of tasks. 16  JOB ANALYSIS & RECRUITMENT  The JD & JS are used to develop the advertisement for a vacant position.  It would be impossible to advertise a job without knowing the roles and responsibilities and most important the knowledge, skills and abilities, experience, qualifications and personality required to perform the job effectively and efficiently.  JOB ANALYSIS & SELECTION  The Job Specification is used to develop the Core Selection Criteria utilized to both shortlist and select the best candidates for the job.  The Core Selection Criteria includes the knowledge, experience, and competencies needed to perform the job.  JOB ANALYSIS & SELECTION  The Job Description is also used to develop interview questions that evaluate if the candidate has performed similar duties and responsibilities in previous jobs.  JOB ANALYSIS & TRAINING AND DEVELOPMENT  The Job Description also identifies training and development needs. If it suggests that the job requires a particular knowledge, skill, or ability, and the person filling the position does not possess all the qualifications required, training or development are probably in order.  JOB ANALYSIS & TRAINING AND DEVELOPMENT  Training should be directed at assisting workers in performing duties specified in their present Job Descriptions or at developing the knowledge and skills for broader responsibilities.  JOB ANALYSIS & TRAINING AND DEVELOPMENT  The Job Specification is also used in Career Planning and Succession Planning to earmark candidates with the right skills and competencies who can “take over” when other employees leave the organization.  JOB ANALYSIS & PERFORMANCE APPRAISAL  The Job Description is utilized to develop Key Performance Indicators (KPIs) used in the performance appraisal.  The KPIs are developed according to an employee’s duties and responsibilities (JD) and form the basis of the evaluation to assess if employees are performing above or below standard.  JOB ANALYSIS & COMPENSATION  In Job Evaluation, organizations must know the relative worth of the job. Jobs are evaluated based on a set of Compensable Factors which include knowledge, skills, responsibilities (accountability), mental effort, physical effort, and working conditions.  These factors are developed from the JD and the JS and helps to determine pay rates and help create pay structure.  JOB ANALYSIS & SAFETY AND HEALTH  The JD is utilized to develop OSH programmes to ensure compliance with safety regulations and to reduce workplace accidents.  The JD also informs the use of ergonomic equipment in the organization. Ergonomic equipment is used to reduce Repetitive Stress Injuries such as Carpal Tunnel Syndrome.  JOB ANALYSIS & SAFETY AND HEALTH  Information derived from the Job Analysis is also valuable in identifying Safety and Health considerations. For example, employers are required to inform workers when a job is hazardous. The Job Description should reflect this condition.  JOB ANALYSIS & EMPLOYEE AND LABOUR RELATIONS  Job analysis information is also important in Employee and Labour Relations. When employees are considered for promotion, transfer, or demotion, the Job Description and the Job Specification provides a standard for evaluation and comparison of talent and can often lead to more objective HR decisions.  BENEFITS OF JOB ANALYSIS  Improves productivity and profitability  Improves efficiency and effectiveness  Enhances competitive advantage  Creates an atmosphere of stability and sustainability  Identifies factors that shape the employees` motivation and job satisfaction  JOB ANALYSIS METHODS…. There are 5 major methods:  Observation  Interview  Questionnaire  Job incumbent diary/log  Multi-method JA Approach 29  OBSERVATION  When using the observation method, the Job Analyst watches the worker perform job tasks and records his or her observations.  This method is used primarily to gather information on jobs emphasizing manual skills, such as those of a machine operator.  OBSERVATION  It can also help the Analyst identify interrelationships between physical and mental tasks. Observation alone is usually an insufficient means of conducting job analysis, however, particularly when mental skills are dominant in a job.  E.g. observing a Financial Analyst at work would not reveal much about the requirements of the job. QUESTIONNAIRES  Questionnaires are typically quick and economical to use. The Job Analyst may administer a structured questionnaire to employees, who identify the tasks they perform.  However, in some cases, employees may lack verbal skills, a condition that makes this method less useful.  INTERVIEWS  An understanding of the job may also be gained through interviewing both the employee and the supervisor. Usually, the Analyst interviews the employee first, helping him or her describe the duties performed.  INTERVIEWS  After this is completed, the Analyst normally contacts the supervisor for additional information, to check the accuracy of the information obtained from the employee, and to clarify certain points.  JOB INCUMBENT DIARY/LOG  In some instances, job analysis information is gathered by having employees describe their daily work activities in a diary or log.  With this method, the problem of employees exaggerating job importance may have to be overcome. Even so, valuable understanding of highly specialized jobs, such as recreational therapist, may be obtained in this way.  MULTI-METHOD ANALYSIS METHOD  A combination of methods is often more appropriate. For example, in analyzing clerical and administrative jobs, the Analyst might use questionnaires supported by interviews and limited observation.  In studying production jobs, interviews supplemented by extensive work observations may provide the necessary data. Basically, the Analyst should use the combination of techniques needed for accurate Job Descriptions/Specifications. 36  FACT!!!!  There are many organizations that do not undertake systematic job analysis.  From year to year, jobs change but the Job Descriptions and the Job Specifications do not reflect the changes.  PROBLEMS WITH JOB ANALYSIS  Lack of top management support;  Too lengthy; Time consuming and requires much patience;  Outdated Job Descriptions and Job Specifications;  Line managers not involved in the process;  Single source of data collection;  May reflect stereotypes;  JOB RE-DESIGN  Job Design is the process of determining the specific tasks to be performed, the methods used in performing these tasks, and how the job relates to other work in an organization.  Job Redesign is the process of rearranging tasks and responsibilities to better align roles with the changing environment inside and outside the organization. 40 Sample Footer Text JOB REDESIGN  Due to changing environments both inside and outside organizations, job roles change.  Today’s world has never been more volatile, uncertain, complex and ambiguous. Inside the organization, digitization and automation also impact job roles. 41 Job specialization Job enlargement Job rotation Job enrichment Autonomous work Compressed work Flexi-time Job sharing teams week Telecommuting/ Work from home remote working JOB REDESIGN METHODS 42 JOB ENRICHMENT Strongly advocated by Frederick Herzberg, job enrichment consists of basic changes in the content and level of responsibility of a job to provide greater challenges to the worker. Job enrichment provides a vertical expansion of responsibilities. The worker can derive a feeling of achievement, recognition, responsibility, and personal growth in performing the job. 43  JOB ENLARGEMENT  Job enlargement is defined as increasing the number of tasks a worker performs, with all the tasks at the same level of responsibility.  Job enlargement, sometimes called cross-training, involves providing greater variety to the worker. 44 FLEXITIME Flexi-time is the practice of permitting employees to choose their own working hours, within certain limitations. In a flexi-time system, employees typically work the same number of hours per day as they would on a standard schedule. However, they work these hours within what is called a bandwidth, which is the maximum length of the workday. COMPRESSED WORKWEEK  The compressed workweek is an arrangement of work hours that permits employees to fulfill their work obligation in fewer days than the typical five-day, 8- hour-a-day workweek  Working under this arrangement, employees have reported greater job satisfaction. 46 COMPRESSED WORKWEEK  In addition, the compressed workweek offers the potential for better use of leisure time for family life, personal business, and recreation.  Employers in some instances have also cited advantages such as increased productivity and reduced turnover and absenteeism. NAME OR LOGO 47 TELECOMMUTING  Telecommuting is a work arrangement whereby employees, can remain at home (or otherwise away from the office) and perform their work using computers and other electronic devices that connect them with their offices.  Telecommuting is significantly changing not just the way people work but also where they do it. 48 TELECOMMUTING  One study indicated that employees who telecommute for most of the time are more satisfied with their jobs than those working primarily in an office.  Workers like telecommuting because there are fewer interruptions, less company politics, and less face-to-face communication. These benefits improve their work–life balance. NAME OR LOGO 49 JOB SHARING  In job sharing, two part-time people split the duties of one job in some agreed-on manner and are paid according to their contributions. It is an attractive option to people who want to work fewer than 40 hours per week.  Job sharing provides the flexibility to enjoy life. It provides an option to retain workers, particularly women who often opt out of the workforce to raise families. 50 JOB SHARING  Job sharing also provides a means of encouraging older workers to remain on the job past retirement age. Sharing jobs has potential benefits that include the broader range of skills the partners bring to the job.  For job sharing to work, however, the partners must be compatible, have good communication skills, and have a bond of trust with their manager. 51  HUMAN RESOURCE INFORMATION SYSTEM (HRIS)  Any organized approach for obtaining relevant and timely information on which to base human resource decisions. 52  An HRIS should be designed to provide information that is: HUMAN  Timely: A manager must have access to RESOURCE up-to-date information; INFORMATI O N  Accurate: A manager must be able to rely SYSTEM (HRIS) on the accuracy of the information provided;  Concise: A manager can absorb only so much information at any one time;  Relevant: A manager should receive only the information needed in a particular situation;  Complete: A manager should receive complete, not partial information. 53  JOB RE-DESIGN & COVID-19 The COVID-19 pandemic caused radical changes in jobs, workplaces, and tasks:  Telecommuting  Flexible/hybrid work  Remote working  Work from home (WFH)  Digitization and Automation 54 LESSON CLOSURE  CLOSURE & SUMMARY 1. Discuss the value of the job analysis in the organization. 2. Outline the characteristics of effective job descriptions and job specifications in the organization. 3. Explain the relationship between job analysis and the various Human Resource Management functions.  CLOSURE & SUMMARY 4. Demonstrate how to select the correct methods of job analysis. 5. Identify the major problems with utilizing job analyses in the organization. 6. Describe the main methods of job redesign.