Job Analysis and Organisational Design PDF

Topic 2- Job Analysis and Organisational Design BM014-3-1-PM-People Management  TOPIC LEARNING OUTCOMES At the end of this topic, you should be able to: 1. Define talent management and explain what talent management- oriented managers d...

Topic 2- Job Analysis and Organisational Design BM014-3-1-PM-People Management  TOPIC LEARNING OUTCOMES At the end of this topic, you should be able to: 1. Define talent management and explain what talent management- oriented managers do. 2. Discuss the Process of Job Analysis and the importance of it. 3. Explain methods of collecting job analysis information. 4. Explain how you would write a job description and job specification, and what sources you would use. BM014-3-1-PM Slide Title SLIDE 2  Contents & Structure Learning Objectives Page 1. Define talent management and explain what talent management-oriented managers do. 2. Discuss the process of job analysis, including why it is important. 3. Explain and use at least three methods of collecting job analysis information. 4. Explain how you would write a job description and job specification, and what sources you would use. BM014-3-1-PM Slide Title SLIDE 3  Human Resource Planning (HRP) (Workforce Planning) Process by which members of the HR department identify current and future hiring or training needs. Purpose of HRP is to make sure that a business has the right type of talent spread throughout its departments. HRP also aims to help businesses figure out what areas their company lacks in terms of employment and what strategic steps they need to complete to achieve those talent areas at their company. BM014-3-1-PM Slide Title SLIDE 4  Job Analysis y s is is a nal ing Job a o f st u d y n iq u e y the te c h n ti f b to ide d g e, a jo ow l e , k n d skills rience an ts expe uiremen a h e r req e r form ot r y to p s s a n ece job. BM014-3-1-PM Slide Title SLIDE 5  Job Description / Job Specification Job Description Provides information regarding the essential tasks, duties, and responsibilities of the job Job Specification Minimum acceptable qualifications a person needs to perform a particular job BM014-3-1-PM Slide Title SLIDE 6  Job Descriptions Job descriptions are fundamental documents valuable in a variety of HR functions. Job descriptions can be used in:  Recruitment and selection  Training  Setting performance standards and appraisal BM014-3-1-PM Slide Title SLIDE 7  Job Descriptions Typical headings include: Job title, location and grading Relationships between the job-holder and others Brief statement on the purpose of the job List of duties and responsibilities Terms and conditions of employment to be given to the job-holder Negative aspects of the job BM014-3-1-PM Slide Title SLIDE 8  Job/Person Specification Typical information include: Knowledge, skills and abilities required to do the job Educational qualifications and work experience required Physical requirements of the job, if any Personality requirements, where relevant Career path BM014-3-1-PM Slide Title SLIDE 9 BM014-3-1-PM Slide Title SLIDE 10  Job Analysis in the Recruitment and Selection Process Make decision to recruit Conduct job analysis Source applicants Collect information on applicants Choose most suitable applicant Offer employment Hold induction BM014-3-1-PM Slide Title SLIDE 11  When Job Analysis Is Performed When the organisation is founded, and a job When new jobs are analysis program is created initiated When existing jobs are changed significantly BM014-3-1-PM Slide Title SLIDE 12  Job Analysis Should Answer 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? 4-13 BM014-3-1-PM Slide Title SLIDE 13  Job Consists of group of tasks that must be performed for an organisation to achieve its goals May require the services of one person, such as the company’s president May require the services of 75 people, such as machine operators in a large firm BM014-3-1-PM Slide Title SLIDE 14  Position Collection of tasks and responsibilities performed by one person There is a position for every individual in an organisation BM014-3-1-PM Slide Title SLIDE 15 BM014-3-1-PM Slide Title SLIDE 16 BM014-3-1-PM Slide Title SLIDE 17  Conducting Job Analysis People who participate in job analysis should include, at a minimum: Employee Employee’s immediate supervisor BM014-3-1-PM Slide Title SLIDE 18  Example of Job advertisement BM014-3-1-PM Slide Title SLIDE 19 BM014-3-1-PM Slide Title SLIDE 20  4-21 BM014-3-1-PM Slide Title SLIDE 21 BM014-3-1-PM Slide Title SLIDE 22  Job Analysis Process BM014-3-1-PM Slide Title SLIDE 23  Job Analysis Process 1. Organisational Analysis: The management needs to understand the organisational requirements and objectives, to design an effective human resource strategy. 2. Select Representative Positions: Next, analysts or human resource representatives are chosen to carry out the job analysis activities. 3. Gather Information: Now, the data related to the essentials of a particular job position is collected through different job analysis methods or techniques. 4. Review Collected Data: This data is then reassessed to screen all the relevant information about a particular job position. 5. Develop Job Description: A complete job position analysis helps to determine the responsibilities, activities, tasks, duties, objectives and authority possessed by that opening. 6. Prepare Job Specification: Based on the job description, a relevant job specification is made which defines the essential attributes, abilities, qualities, skills, qualification, age and experience required for the specified job position. 4-24 BM014-3-1-PM Slide Title SLIDE 24  Job Analysis Methods Observa a ires tion e s tio nn Qu ws ee Intervie Employ ing Record Combination of Ocucpational Informational methods Network (O*Net) BM014-3-1-PM Slide Title SLIDE 25  Questionnaires Structured questionnaires given to employees Typically, quick and economical Potential problems: Employees might lack verbal skills Employees might exaggerate the significance of their tasks BM014-3-1-PM Slide Title SLIDE 26  Observation Analyst watches worker perform job tasks and records observations Used primarily to gather information emphasizing manual skills Often insufficient when used alone Difficult when mental skills are dominant in a job 4-27 BM014-3-1-PM Slide Title SLIDE 27  Interviews Interview both employee and supervisor Interview employee first, helping him or her describe duties performed After interviews, analyst normally contacts supervisor for additional information BM014-3-1-PM Slide Title SLIDE 28  Employee Recording Employees describe daily work activities in diary or log Valuable in understanding highly specialised jobs Problem: Employees might exaggerate job importance BM014-3-1-PM Slide Title SLIDE 29  Combination of Methods Analysts usually use more than one method Clerical and administrative jobs (example): Questionnaires supported by interviews and limited observation Production jobs: Interviews supplemented by extensive work observation BM014-3-1-PM Slide Title SLIDE 30  Occupational Information Network (O*NET) Comprehensive government-developed database of: Worker attributes Job characteristics Primary source of occupational information 4-31 BM014-3-1-PM Slide Title SLIDE 31  Proper Language in the Job Description Keep each statement short and clear Structure sentences in explanatory phrases Always use present tense of verbs Use explanatory phrases telling why, how, where Omit any unnecessary articles Avoid using words that are subject to differing interpretations 4-32 BM014-3-1-PM Slide Title SLIDE 32  Job Analysis and the Law Fair Labor Standards Act: Employees categorized as exempt or nonexempt Equal Pay Act: Similar pay must be provided to women if jobs, as shown in job descriptions, are not substantially different Civil Rights Act: Basis for adequate defenses against unfair discrimination BM014-3-1-PM Slide Title SLIDE 33  Job Analysis and the Law (Cont.) Occupational Safety and Health Act (OSHA): Employer must specify job elements that endanger health or are considered unsatisfactory or distasteful by most people Americans with Disabilities Act (ADA)/ADA Amendments Act: Employer must make reasonable accommodations for disabled workers 4-34 BM014-3-1-PM Slide Title SLIDE 34  Tutorial 1. What items are typically included in the job description? 2. What is job analysis? How can you make use of the information it provides? 3. Describe the types of information typically found in a job specification. 4. Explain how you would conduct a job analysis. 5. Do you think companies can really do without detailed job descriptions? Why or why not? 6. In a company with only 25 employees, is there less need for job descriptions? Why or why not? 7. Individually on a word document design a job description and specification for a position of your choice. You may get some information from O*Net. Upload your document on the assigned folder on MsTeams. 4-35 BM014-3-1-PM Slide Title SLIDE 35  4-36 BM014-3-1-PM Slide Title SLIDE 36  Job Design  Job design is the division of work tasks assigned to an individual in an organisation that specifies what the worker does, how, and why.  Effective job design contributes to the achievement of organisational objectives, motivation, and employee satisfaction.  Job design is the process of work arrangement (or rearrangement) aimed at reducing or overcoming job dissatisfaction and employee alienation arising from repetitive and mechanistic tasks.  Job enlargement, job enrichment and job rotation are the various techniques used in a job design exercise. BM014-3-1-PM Slide Title SLIDE 37  Job Enrichment Job enrichment involves adding new tasks to employee’s existing role so they can contribute their full potential. Instead of taking a ‘boring’ job, employees are now given opportunities that broaden their skill, and responsibilities. This helps them to find meaning in their work, while accelerating their growth. Some examples of job enrichment include: Giving more autonomy Trying out new ways to do the same tasks Trying out completely new tasks Adding more variety to everyday tasks Job enrichment gives employees more autonomy and freedom in performing their existing responsibilities. For example, a product designer now has the autonomy to decide the design elements of a funnel, and the paths a visitor takes before converting. BM014-3-1-PM Slide Title SLIDE 38  Job Enlargement Job enlargement means taking charge of more duties and responsibilities which are not mentioned in the job description. An employee who will now also manage her own planning where this was formerly done by her manager. Adding tasks to an existing job Example: video journalist Traditional news team Employee 1 Video journalist Operates camera Operates camera Employee 2 Operates sound Operates sound Reports story Employee 3 Reports story BM014-3-1-PM Slide Title SLIDE 39 BM014-3-1-PM Slide Title SLIDE 40  Job Rotation In job rotation, employees simply switch roles to make their work more interesting. For example, a customer support leader can switch roles with a sales manager. Moving from one job to another Benefits – Minimizes repetitive strain injury – Multiskilled workforce – Potentially reduces job boredom BM014-3-1-PM Slide Title SLIDE 41 BM014-3-1-PM Slide Title SLIDE 42  Defining Talent Management ™ TM is an organisation's commitment to recruit, hire, retain, and develop the most talented and superior employees available in the job market. TM is a business strategy that organisations hope will enable them to retain their topmost talented and skilled employees. Just like employee involvement or employee recognition, it is the stated business strategy that will ensure the attraction of top talent in competition with other employers. BM014-3-1-PM Slide Title SLIDE 43  Succession Planning Process of ensuring that qualified persons are available to assume key managerial positions once the positions are vacant. Goal is to help ensure a smooth transition and operational efficiency. BM014-3-1-PM Slide Title SLIDE 44  Recap From Last Lesson 1.Explain management function and how HR relates to the management process. 2.Discuss the important trends influencing Human Resource Management. BM014-3-1-PM Slide Title SLIDE 45  Review Questions 1. What items are typically included in the job description? 2. Explain how you would conduct a job analysis. 3. Describe the types of information typically found in a job specification 4. Do you think companies can really do without detailed job descriptions? Why or why not? 5. In a company with only 25 employees, is there less need for job descriptions? Why or why not? BM014-3-1-PM Slide Title SLIDE 46  Summary / Recap of Main Points 1. Job analysis is the procedure through which you determine the duties of the department’s positions and the characteristics of the people to hire for them. 2. There are various methods for collecting job analysis information. 3. Managers should know how to write job descriptions. 4. In writing job specifications, it’s important to distinguish between specifications for trained verses untrained personnel. BM014-3-1-PM Slide Title SLIDE 47  What To Expect Next Week In Class Preparation for Class Tutorial Discussion/ Case Study/ Go through the lecture slides Application Exercise for the next topic. Next topic to be cover: Update with the latest news/ Recruitment and articles/ information relate with the next topic Selection BM014-3-1-PM Slide Title SLIDE 48  Readings Essential Readings: 1. Dessler, G. (2023) Human Resource Management, 17th Global Edition, Pearson [ISBN-13: 978-0137927395] 2. Maimunah, A. (2022) Human Resource Management, McGraw-Hill [ISBN: 978-9670761619] Further Readings: 3. Robbins, S.P. & Judge, T.A. (2021) Essentials of Organizational Behavior, Global Edition 15th Edition, Pearson [ISBN-13: 978- 1292406664] 4. Robbins, S.P. & Coulter, M. (2017). Management. 14th Edition, Pearson [ISBN-13: 978-0134527604]Key Journal Articles: 5. Hoffman, Mitchell & Tadelis, S. (2018) People Management Skills, Employee Attrition, and Manager Rewards: An Empirical Analysis. Rotman School of Management Working Paper No. 3094576. 6. John G.F. (2017) "Who benefits from benefits?". Strategic HR Review, 16(3),117-124. BM014-3-1-PM Slide Title SLIDE 49