Job Design and Analysis - Chp 4 PDF

# Agenda - What is Job analysis - Job description & specification - Uses of Job analysis in each department - 6 Steps of Job Analysis - Competency Based Job Analysis ## Competency-Based Job Analysis - Emphasizes what employee must be capable of doing rather than a list of the duties & respons...

# Agenda - What is Job analysis - Job description & specification - Uses of Job analysis in each department - 6 Steps of Job Analysis - Competency Based Job Analysis ## Competency-Based Job Analysis - Emphasizes what employee must be capable of doing rather than a list of the duties & responsibilities he/she must perform - Focuses on “how" worker meets job expectations ### 3 reasons to use: - Traditional job description (with their list of specific duties) could have a backfire in a high-performance work system. - Describing the job in terms of skills, knowledge and competencies the worker needs is more strategic. - Measurable skills, knowledge, and competencies support the employer's performance management process. ### Examples of competencies: - General core competencies (reading, writing, mathematics) - Leadership competencies (strategic thinking, motivating) - Technical/task/functional competencies for specific jobs - Job - a group of related activities & duties for 1 or more employees - Position - The collection of tasks & responsibilities performed by 1 person - Job Analysis - what a firm uses to determine the tasks, duties, & responsibilities of each job - Is knowing the nature of the job This info is gathered & used to develop: 1. Job description - What you are going to do in the job (duties, responsibilities) 2. Job specification - What the human requirements are (skills, abilities) Specifically, it is a written statement of (1) what jobholder actually does, (2) how he or she does it, and (3) under what conditions the job is performed. # Uses of Job Analysis - Job analysis - Primary - Job descriptions and job specifications - Secondary - Human resources planning - Recruitment and selection - Job evaluation - wage and salary decisions (compensation) - Performance appraisal - Labor relations - Training, development, and career management - Job design - It helps understand the nature of job & who to hire/ who fits best in each department - Departments - HR Planning - Job analysis helps with planning future staffing needs. - Recruitment & Selection - Helps decide what kind of person to recruit - Compensation - helps with required skills, physical & mental demands & working conditions. - Performance & Management - Based on job requirements, which you get from job analysis - Labor relations - helps with union approval before they can be finalized. - Training… Career Development - comparing employees' KSAs, managers can determine employee gaps that need training programs. - Job Redesign - can help with finding areas that are not needed, areas of conflict, health and safety concerns that can be removed. # Steps in Job Analysis: 1. Review Relevant Background Info - Organization chart - clarifies chain of command (who to report to) & the formal relationships among jobs in a firm. ## (a) Bureaucratic - Many levels of comm channels - Focus on independent perform - Can be very slow ## (b) Flat Structure - Decentralized - Few comm channels - Vaguely defined jobs - Emphasis on teams ## (c) Matrix Structure - Type 1: Functional - Type 2: Product # STRENGTHS: - Flexible/adaptable - Provides better information flow, which can improve coordination - Saves on functional resources (e.g. IT and HR) # WEAKNESSES: - More potential for conflict (e.g. between functional and divisional) - Less efficient: requires more meetings, constant coordination. - Two boss problem: can be confusing/frustrating for employees # Structure affects organizational job design - Bureaucratic organizations have hierarchical divisions of labor and high specialization. - Flat organizations have broadly defined job descriptions and low specialization. - You need to consider such differences in the job-design process. # Structure affects organizational performance - How effectively information and knowledge flow - How flexible and adaptable an organization is - Level of efficiency and control - Speed and quality of decision making # Step 2: Select Jobs to be Analyzed - Job design organizing work into tasks that are required to do a specific job # The Evolution of Jobs & Job Design ## (a) Work simplification - Work can be broken into repetitive tasks to maximize efficiency. - Can increase efficiency in environment with employees with low education and training ## (b) Job Rotation - Used to relieve boredom/monotony. - Moving employees from one job to another ## (c) Job enlargement (Horizontal Loading) - Relieve boredom but assigning workers additional tasks at the same level of responsibility - Increasing # of tasks job says ## (d) Job Enrichment (Vertical Loading) - Making employee job more rewarding - Adding more meaningful tasks & duties - ↑ motivation # Step 3: Collecting Job Analysis Info - Interviews - Observations - Questionnaires - Participant diary/log - NOC (National Occupation Classification) # Specific Questionnaires - Position Analysis Questi. (PAQ) - Funchonal Job Analysis (FJA) - FJA allows analyst to answer the following question: "To do this task and need these standards, what training does the worker require?" # Step 4: Verifying Information - Verify with - Supervisors - Workers who currently work there - Increases validity & reliability - Concerns can be addressed - Participants will be more honest. # Step 5: Writing Descriptions & Specifications - Job - Tasks/duties of job - Job - What human requires - Usually also includes: - Job Identification (position title, location, department) - Job Summary - Relationships (inside & outside company) - Duties & Responsibility - Authority - Performance Standards (what is expected to achieve) - Job Specification # Step 6: Comm & Preparedness for Revisions - Communicate to all relevant stakeholders - Anticipate modifications: - Restructuring - New product development - Tech changes - Competitors