Job Analysis and Job Design PDF

JOB ANALYSIS and JOB DESIGN  STRATEGY AND JOB ANALYSIS A job is a paid position to complete a task or a piece of work. The tasks are related or similar in nature. There are different jobs that require different skills knowledge and experiences. Companies may hav...

JOB ANALYSIS and JOB DESIGN  STRATEGY AND JOB ANALYSIS A job is a paid position to complete a task or a piece of work. The tasks are related or similar in nature. There are different jobs that require different skills knowledge and experiences. Companies may have several similar jobs that many people complete, and it is the same job. 03  STRATEGY AND JOB ANALYSIS A position is paid and is a group of responsibilities assigned to one person, and this person has specific duties. Some positions may be similar, yet grouped together called a job family. 03  STRATEGY AND JOB ANALYSIS HR managers collect information about jobs, positions, and job families for: ▪ HR planning, ▪ hiring ▪ training and development, ▪ performance appraisals, ▪ compensation ▪ following the laws and legislation 03  STRATEGIC IMPACT OF JOB ANALYSIS Recruitment: Job specifications are needed before a job can be advertised including knowledge, skills, abilities (KSA). Selection: A job description is necessary to help HR, managers and the employees to become familiar with their job.  STRATEGIC IMPACT OF JOB ANALYSIS Training and Development: HR managers need to stay current on trends and future skills requirements; and provide or offer training to ensure employees skills and talents are up-to-date. This ensures the company remains competitive in the economy.  STRATEGIC IMPACT OF JOB ANALYSIS Performance Appraisals: Employees are evaluated on their work performance. This ensures the company remains competitive in the economy.  STRATEGIC IMPACT OF JOB ANALYSIS Compensation: Employees are assigned a rate of pay that is determined by their worth to the company. Worth is decided based on skills, knowledge and abilities (KSA), responsibilities, and experience.  STRATEGIC IMPACT OF JOB ANALYSIS Laws and Legislation: HRM has a collection of data that ensures job descriptions and specifications match the rate of pay. This could present an issue if a person was paid less for the skills they bring to the company. It might be considered discrimination.  JOB ANALYSIS  JOB ANALYSIS It is a systematic process used to identify and determine, in detail, the particular job duties and requirements and the relative importance of these duties for a given job.  JOB ANALYSIS -It allows HR managers to understand what tasks people actually perform in their jobs and the human abilities required to perform these tasks. Job analysis aims to answer questions such as: What are the specific elements of the job? What physical and mental activities does the worker undertake? When is the job to be performed? Where is the job to be performed? Under what conditions is it to be performed? Examples of how the results of job analysis can be used in HRM: Production of accurate job postings to attract strong candidates; Identification of critical knowledge, skills, and abilities required for success to include as hiring criteria; Identification of risks associated with the job responsibilities to prevent accidents; Examples of how the results of job analysis can be used in HRM: Design of performance appraisal systems that measure actual job elements; Development of equitable compensation plans; Design training programs that address specific and relevant knowledge, skills, and abilities. Information gathered from the job analysis falls into two categories: -task demands of a job -human attributes necessary to perform these tasks. Types of job analyses that can be performed: 1. Task based analysis or 2. Skills-based analysis Task-based job analysis Tasks are to be expressed in the format of a task statement. The task statement is considered the single most important element of the task analysis process. It provides a standardized, concise format to describe worker actions. Task-based job analysis Task statements should provide a clear, complete picture of what is being done, how it is being done and why it is being done. A complete task statement will answer four questions: Task-based job analysis A complete task statement will answer four questions: 1. Performs what action? (action verb) 2. To whom or what? (object of the verb) 3. To produce what? or Why is it necessary? (expected output) 4. Using what tools, equipment, work aids, processes? Task-based job analysis When writing task statements, always begin each task statement with a verb to show the action you are taking. Do not use abbreviations and rely on common and easily understood terms. Be sure to make statements very clear so that a person with no knowledge of the department or the job will understand what is actually done. Here are some examples of appropriate task statements: Analyze and define architecture baselines for the Program Office Analyze and support Process Improvements for XYZ System Analyze, scan, test, and audit the network for the Computer Lab Here are some examples of appropriate task statements: Assess emerging technology and capabilities for the Computer Lab Assist in and develop Information Assurance (IA) policy and procedure documents for the Program Office Automate and generate online reports for the Program Office using XYZ System Here are some examples of appropriate task statements: Capture, collate, and report installation safety issues for XYZ System Conduct periodic facility requirements analysis for the Program Office Copy, collate, print, and bind technical publications and presentation materials for the Program Office Competency-based job analysis Focuses on the specific knowledge and abilities an employee must have to perform the job. This method is less precise and more subjective. It is more appropriate for specific, high- level positions. SOURCE OF DATA Human data sources Non-human data sources 03 03 03 METHODS OF DATA COLLECTION The most effective technique when collecting information for a job analysis is to obtain information through direct observation as well as from the most qualified incumbent(s) via questionnaires or interviews. 03  Job incumbents and/or managers fill out Open- questionnaires about the Knowledge, Skills, ended and Abilities (KSA’s)necessary for the job. questionnaire HR compiles the answers and publishes a composite statement of job requirements. This method produces reasonable job requirements with input from employees and managers and helps analyze many jobs with limited resources. This can be completed on paper or online, many are available for free.  These questionnaires only allow specific Structured responses aimed at determining the nature questionnaire of the tasks that are performed, their relative importance, frequencies, and, at times, the skills required to perform them. It is helpful to define a job objectively, which also enables analysis with computer models. This questionnaire shows how an HR professional might gather data for a job analysis.  In a face-to-face interview, the interviewer Interview obtains the necessary information from the employee about the KSAs needed to perform the job. The interviewer uses predetermined questions, with additional follow-up questions based on the employee’s response. This method works well for professional jobs. Observation Employees are directly observed performing job tasks, and observations are translated into the necessary KSAs for the job. Observation provides a realistic view of the job’s daily tasks and activities and works best for short cycle production jobs.  A work diary or log is a record maintained by Work the employee and includes the frequency Diary and timing of tasks. or The employee keeps logs over a period of Log days or weeks. HR analyzes the logs, identifies patterns and translates them into duties and responsibilities. This method provides an enormous amount of data, but much of it is difficult to interpret, may not be job-related and is difficult to keep up-to-date. Evaluate and Verify the Data Once obtained, job analysis information needs to be validated. This can be done with workers performing the job or with the immediate supervisor, for accuracy purposes. 03 Evaluate and Verify the Data This corroboration of the data will ensure the information’s accuracy, also help the employees’ acceptance of the job analysis data. 03  JOB DESCRIPTION  JOB DESCRIPTION It is a document that includes job tasks and duties. It is essentially a standardized summary of a job 03  JOB DESCRIPTION Include the following components: 1. Date 2. Job title 3. Classification 4. Job functions (the tasks the employee performs) 5. KSA (Knowledge, Skills and Abilities) – what an employee is expected to know and be able to do, as well as personal attributes 03  JOB DESCRIPTION Include the following components: 6. Education and experience required 7. Physical requirements of the job (ability to lift, see, or hear, for example) 03 03 03 Cashier’s Job Description Cashier’s Job Description  JOB SPECIFICATION Job Specifications includes the knowledge, skills and abilities (KSA) and other characteristics required to complete the job. These can include experience, education requirements, physical and/or mental demands of the job, and training. 03 Example of Job Specifications Example of Job Specification Knowledge: Example of Job Specification Technology Skills: Example of Job Specification Skills:  JOB DESIGN  JOB DESIGN It pertains to the specification of contents, methods, and relationship of jobs in order to satisfy technological and organizational requirements as well as the social and personal requirements of the job holder.  JOB DESIGN When an organization is changing or expanding, human resource professionals must also help plan for new jobs and shape them accordingly. These situations call for job design and business process re-engineering (BPE/BPR), the process of defining the way work will be performed and the tasks that a given job requires.  JOB DESIGN To design jobs effectively, a person must thoroughly understand the job itself (through job analysis) and its place in the larger work unit’s work flow process. Having a detailed knowledge of the tasks performed in the work unit and in the job gives the manager many alternative ways to design a job. DESIGNING EFFICIENT JOBS Job Characteristics Model  DESIGNING EFFICIENT JOBS Job Characteristics Model The job characteristics model is one of the most influential attempts to design jobs with increased motivational properties. The model describes five core job characteristics leading to critical psychological states, resulting in work- related outcomes.  Skills Variety -refers to the extent to which the job requires a person to utilize multiple skills. Example: A car wash employee whose job consists of directing customers into the automated car wash demonstrates low levels of skill variety, whereas a car wash employee who acts as a cashier, maintains car wash equipment, and manages the inventory of chemicals demonstrates high skill variety.  Task Identity -refers to the degree to which a person is in charge of completing an identifiable piece of work from start to finish. Example: A web designer who designs parts of a website will have low task identity, because the work blends in with other Web designers’ work; in the end it will be hard for anyone person to claim responsibility for the final output. The webmaster who designs an entire web site will have high task identity.  Task Significance -refers to whether a person’s job substantially affects other people’s work, health, or well being. Example: A janitor who cleans the floors at an office building may find the job low insignificance, thinking itis not a very important job. However, janitors cleaning the floors at a hospital may see their role as essential in helping patients get better.  Autonomy - It is the degree to which a person has the freedom to decide how to perform his or her tasks. Example: An instructor required to follow a predetermined textbook, covering a given list of topics using a specified list of classroom activities, has low autonomy. On the other hand, an instructor who is free to choose the textbook, design the course content, and use any relevant materials when delivering lectures has higher levels of autonomy.  Feedback - Refers to the degree to which people learn how effective they are being at work. Feedback at work may come from other people, such as supervisors, peers, subordinates, and customers, or it may come from the job itself. Example: A salesperson who gives presentations to potential clients but is not informed of the clients’ decisions, has low feedback at work. If this person receives notification that a sale was made based on the presentation, feedback will be high.  APPROACHES TO JOB DESIGN Industrial Engineering Approach Job Enlargement Job Enrichment Ergonomics  APPROACHES TO JOB DESIGN Industrial Engineering Approach -Looks for the simplest way to structure work in order to maximize efficiency. -Reduces the complexity of the work, making it so simple that almost anyone can be trained quickly and easily to perform the job.  APPROACHES TO JOB DESIGN Job Enlargement - is a job design approach in which the scope of a job is increased through extending and enhancing the range of its job duties and responsibilities. - It involves combining various activities at the same level in the organization and adding them to the existing job.  APPROACHES TO JOB DESIGN Job Enrichment -It is a job design approach aimed at making work more interesting and challenging for the employees. -It mainly consists of giving more responsibility and opportunities for impact than what originally applied to the job, creating opportunities for professional growth and recognition.  APPROACHES TO JOB DESIGN Ergonomics -Ensures the job is safe and effective. As well, it is anchored in improving safety for all employees and ensuring employees are comfortable. The idea is that job is a good fit for the person.  APPROACHES TO JOB DESIGN Ergonomics  TRENDS IN JOB DESIGN 1. Telecommuting 2. Team-based work 3. Flexible working hours 4. Alternative work patterns 5. Artificial intelligence