Final exam - Chp 4.docx

**Chapter 4 terms** **Job Analysis:** The process of getting detailed information about jobs. **Job description:** A list of the tasks, duties, and responsibilities (TDRs) that a particular job entails. **Job Specification**: A list of the knowledge, skills, abilities, and other characteristics (...

**Chapter 4 terms** **Job Analysis:** The process of getting detailed information about jobs. **Job description:** A list of the tasks, duties, and responsibilities (TDRs) that a particular job entails. **Job Specification**: A list of the knowledge, skills, abilities, and other characteristics (KSAOs) that an individual must have to perform a particular job. **Competency**: An area of personal capability that enables employees to perform their work successfully. **Job Design:** The process of defining how work will be performed and what tasks will be required in a given job. **Job enlargement**: Broadening the types of tasks performed in a job. **Job rotation:** Enlarging jobs by moving employees among several different jobs **Job enrichment:** Empowering workers by adding more decision-making authority to jobs. **Job sharing**: A work option in which two part-time employees carry out the tasks associated with a single job. **Ergonomics**: The study of the interface between individuals' physiology and the characteristics of the physical work environment. **PPT Part** **[Workflow In Organizations]** **Informed decisions about jobs: take place in the context of the organization's overall work flow** - **Work Flow Design** - Process of analyzing tasks necessary for production of a product or service. - **Position** - Set of job duties performed by a particular person. - **Job** - Set of related duties. **Work Flow Design and an Organization's Structure** - Within an organization, units and individuals must cooperate to create outputs. - The organization's structure brings together people who must collaborate to efficiently produce desired outputs. 1. Centralized 2. Decentralized 3. Functional 4. Product or Customer - Careful **job analysis** makes it possible to define what a person in a certain position does and what qualifications are needed for the job. Firefighters use specific equipment to extinguish fires, require physical strength to do their jobs, and must possess the ability to make decisions under pressure. **The process of getting detailed information about jobs** - Job analysis - Job descriptions - Job specifications **Job Description** - A list of tasks, duties, and responsibilities (TDRs) that a particular job entails. **Key components** - Job Title - Brief description of the TDRs - List of the essential duties with detailed specifications of the tasks involved in carrying out each duty **Job Specification** - List of knowledge, skills, abilities, and other characteristics (KSAO needed to perform a particular job. - ***Knowledge:*** factual or procedural information necessary for successfully performing a task. - ***Skill:*** an individual's level of proficiency at performing a particular task. - ***Ability:*** a general enduring capability that an individual possesses. - ***Other Characteristics:*** job-related licensing, certifications, or personality traits. **Sources of Job Information** - ***Incumbents*** -- people who currently hold the position in the organization. - ***Dictionary of Occupational Titles (DOT**)* -- published by U.S. Department of Labor - ***Occupational Information Network (O\*NET**)* -- an online job description database developed by the Labor Department **Fleishman Job Analysis System** A comparison of a list of categories Description automatically generated with medium confidence **Analyzing Teamwork** **Work design** increasingly relies on teams to accomplish an organization's objectives - **Skill Differentiation:** The degree to which team members have specialized knowledge or functional capacities. - **Authority Differentiation:** The allocation of decision-making authority among individuals, subgroups, and the team as a whole. - **Temporal (Time) Stability**: The length of time over which team members must work together. **Job analysis** is also important from a legal standpoint. It helps determines essential job requirements and job-related duties as required by the EEO laws and regulations. Job analysis also helps supervisors and other managers carry out their duties. - Identify types of work in their units - Information about work flow process - Information that supports hiring decisions, performance review, and compensation. **Importance of Job Analysis** **Job analysis** is so important to HR managers that it has been called the building block of all HRM functions. Almost every HRM program requires some type of information determined by job analysis. - Work redesign - HR planning - Selection - Training - Performance appraisal - Career planning - Job evaluation **Trends in Job Analysis** - Organizations must analyze jobs in the context the organization's structure and strategy. - Jobs change and evolve over time, job descriptions need to be flexible.. - Downsizing has affected organizations in the nature of their jobs. - Expanded use of project-based org structures **Competency Model**  **Job Design** - The process of defining how work will be performed and what tasks will be required in a given job. **Job Redesign** - A similar process that involves changing an existing job design. - To design jobs effectively, a person must thoroughly understand: - job itself (through job analysis) and - its place in the units work flow (work flow analysis) **Approaches to Job Design** The available approaches emphasize different aspects of the job: the mechanics of doing a job effi ciently, the job's impact on motivation, the use of safe work practices, and the mental demands of the job. **Designing Efficient Jobs** - **Industrial Engineering*:*** study of jobs to find simplest way to structure work to maximize efficiency. - Reduces complexity of work. - Allows almost anyone to be trained quickly and easily perform the job. - Used for highly specialized and repetitive jobs. **The Job Characteristics Model** 1. **Skill variety --** extent to which a job requires a variety of skills to carry out tasks involved. 2. **Task identity** -- degree to which a job requires completing a "whole" piece of work from beginning to end. 3. **Task significance --** extent to which the job has an important impact on lives of other people. 4. **Autonomy --** degree to which the job allows an individual to make decisions about the way work will be carried out. 5. **Feedback -** extent to which a person receives clear information about performance effectiveness from the work itself. **Characteristics of a Motivating Job**  **Designing Jobs That Motivate** - **Job Enlargement**: Broadening types of tasks performed in a job - **Job Extension:** Enlarging jobs by combining several relatively simple jobs to form a job with a wider range of tasks - **Job Rotation:** Enlarging jobs by moving employees among several different jobs A comparison of a group of words Description automatically generated with medium confidence **Adding more tasks to an existing job is called \_\_\_\_\_\_\_\_\_\_\_\_, while adding more decision- making authority to jobs is called \_\_\_\_\_\_\_\_\_.** A. **Job extension; job rotation** B. **Job rotation; job enrichment** C. **Job enlargement; job enrichment** **One way in which an organization can give employees some say in how their work is structured is to offer flexible work schedules. Two approaches include flextime and job sharing** **Flextime:** - A scheduling policy in which full-time employees may choose starting and ending times within guidelines. - A work schedule that allows time for community and family interests can be extremely motivating. **Job Sharing:** - A work option in which two part-time employees carry out tasks associated with a single job. - Enables an organization to attract or retain valued employees who want more time to attend school family matters. **Flexibility can extend to work locations as well as work schedules. For employers, advantages of telework** include less need for office space and the ability to offer greater flexibility to employees who are disabled or need to be available for children or elderly relatives. The employees using telework arrangements may have less absences from work than employees with similar demands who must commute to work. Telecommuting can also support a strategy of corporate social responsibility because these employees do not produce the greenhouse gas emissions that result from commuting by car. Occasional telework is available at two-thirds of companies. **Telework** - The broad term for doing one's work away from a centrally located office. - **Advantages to employers include:** - Less need for office space - Greater flexibility to implement for managerial, professional, or sales jobs. - Difficult to set up for manufacturing workers. - Flexibility to employees with special needs - Study of interface between individuals' physiology and characteristics of physical work environment. - Goal is to minimize physical strain on the worker by structuring physical work environment around the way the human body works. - Redesigning work to make it more worker- friendly can lead to increased efficiencies. **4-8 Explain how organizations apply ergonomics to design safe jobs.** The way people use their bodies when they work affects their physical well-being and may affect how long they can work. The goal of ergonomics is to minimize physical strain on the worker by structuring the physical work environment around the way the human body works. Ergonomic design may involve modifying equipment to reduce the physical demands of performing certain jobs or redesigning the jobs themselves to reduce strain. Ergonomic design may target work practices associated with injuries A recent ergonomic challenge comes from the popularity of mobile devices. As workers find more and more uses for these devices, they are at risk from repetitive-stress injuries (RSIs). Heavy users of these devices must therefore trade off eyestrain against physical strain to wrists, unless they can hook up their device to an extra, properly positioned keyboard or monitor. When using mobile devices or any computer, workers can protect themselves by taking frequent breaks and paying attention to their posture while they work. **OSHA's Four-pronged Strategy** 1\. Issue guidelines for specific industries (nursing homes, grocery stores, and poultry-processing plants) 2\. Enforce violations 3\. Advise employers 4\. National Advisory Committee on Ergonomics defines research needs **Designing Jobs That Meet Mental Capabilities and Limitations** - Work is designed to reduce information- processing requirements of the job. - Workers may be less likely to make mistakes or have accidents. - Simpler jobs may be less motivating. - Technology tools may be distracting employees from their primary task resulting in increased mistakes and accidents. **LO 4-9 Discuss how organizations can plan for the mental demands of a job.** - Just as the human body has capabilities and limitations, addressed by ergonomics, the mind, too, has capabilities and limitations. Employers may seek to reduce mental as well as physical strain. The job design may limit the amount of information and memorization involved. Adequate lighting, easy-to-read gauges and displays, simple-to-operate equipment, and clear instructions also can minimize mental strain. Computer software can simplify jobs---for example, by performing calculations or filtering out spam from important e-mail. Organizations can select employees with the necessary abilities to handle a job's mental demands. Changes in technology sometimes reduce job demands and errors, but in some cases, technology has made the problem worse. Some employees try to juggle information from several sources at once---say, talking on a cell phone while typing, surfing the web for information during a team member's business presentation, or repeatedly stopping work on a project to check - e-mail or Twitter feeds. In these cases, the cell phone, handheld computer, and e-mail or tweets are distracting the employees from their primary task. They may convey important information, but they also break the employee's train of thought, reducing performance and increasing the likelihood of errors. **Designing Jobs That Meet Mental Capabilities and Limitations** (continued) - Limit amount of information and memorization that the job requires. - Organizations can provide: - adequate lighting - easy-to-read gauges and displays - simple-to-operate equipment - clear instructions **[Summary Chp 4]** Work flow analysis identifies: - amount and quality of a work unit's outputs - work processes required to produce these outputs - inputs used to carry out processes and produce outputs - Within an organization, units and individuals must cooperate to create outputs, and organization's structure brings people together for this purpose. - **Job analysis** is the process of getting detailed information about jobs. **Job analysis** includes preparation of - Job descriptions - Job specifications - Information for analyzing an existing job often comes from incumbents and their supervisors. - The U.S. Department of Labor provides information: - *Dictionary of Occupational Titles* - Occupational Information Network (O\*NET) **The nature of work and job design is changing.** - Viewing organizations in terms of a field of work needing to be done instead of specific job descriptions - Organizations are adopting project-based structures and teamwork, which also require flexibility and ability to handle broad responsibilities. - The basic technique for designing efficient jobs is industrial engineering. According to the **Job Characteristics Model**, jobs are more motivating if they have greater skill variety, task identity, task significance, autonomy, and feedback. - Ways to create such jobs include: - Job Enlargement - Job Rotation - Job Enrichment - Self-managing work teams offer greater skill variety and task identity - Flexible work schedules and telework offer greater autonomy **Goal of ergonomics** is to minimize physical strain on the worker by structuring the physical work environment around the way the human body works. - Employers may seek to reduce the mental as well as physical strain and reduce errors and accidents. - Job design may limit amount of information and memorization involved. - Technology tools may actually cause more distractions, errors, and accidents. **Developing a Work Flow Analysis** - Raw inputs are the materials, data, and information needed. - Equipment is the special equipment, facilities, and systems needed. - Human Resources are the knowledge, skills, and abilities needed by those performing the tasks. - Activity is the tasks required in the production of the output. - Output is the product, information, or service provided. How is the output measured? **Approaches to Job Design** - **Design for Efficiency** - Industrial engineering - **Design for mental capacity** - Filtering information - Clear displays and instructions - Memory aids - **Design for motivation** - Job enlargement - Job enrichment - Teamwork - Flexibility - **Design for safety and health** - Ergonomics **Characteristics of a Motivating Job** - **Skill variety** - Less motivation: few skills needed - More motivation: many skills needed - **Task identity** - Less motivation: work is a small part of the whole - More motivation: whole piece of work is completed - **Task significance** - Less motivation: minor impact of others - More motivation: major impact on others - **Autonomy** - Less motivation: decisions made by others - More motivation: much freedom to make decisions - **Feedback** - Less motivation: difficult to see effectiveness - More motivation: effectiveness readily apparent **Characteristics of a Motivating Job** - **Flextime** - Core time is 9 am to 3 pm. - IBM permits a meal break of up to 2 hours so employees can do personal tasks. - **Job sharing** - Two lawyers, both fathers, share the job of assistant counsel at Timberland - **Compressed workweek** - All employees of Red Dot Corporation have the option of working 10 hours per day. Monday through Thursday.