Human Resource Management & Human Resource Development PDF

INDUSTRIAL-ORGANIZATIONAL PSYCHOLOGY Human Resource Management & Human Resource Development PART 2  Job Description If job analysis pertains to the process of understanding a job, a job description is the documentation of this process. WU-P I/O PS...

INDUSTRIAL-ORGANIZATIONAL PSYCHOLOGY Human Resource Management & Human Resource Development PART 2  Job Description If job analysis pertains to the process of understanding a job, a job description is the documentation of this process. WU-P I/O PSYCHOLOGY PARTS OF A Job Description Cushway (2003) noted that although there are no rules when it comes to writing job descriptions, he suggests including the following elements in the document: Job Identification /Title Statistics Reporting Line Nature and Scope Organization Structure Contacts Main Purpose of the Job Working Conditions Principal Accountabilities or Knowledge, Skills, and Experience Responsibilities Competencies Performance Measures / Standards Other Information Constraints Signature and Date WU-P I/O PSYCHOLOGY PARTS OF A Job Description Job Identification - title/name of the job; department/section the job is in Reporting Line - position to which the job reports to (who is he under?) Organization Structure - org chart for clarity Main Purpose of the Job - 1-2 sentences highlighting the results & activities of the job that would differentiate it from other jobs Principal Accountabilities or Responsibilities - key activities (usually about 10) that are required from the job Performance Measures / Standards - targets and/or Key Results Areas of the position in the context of Performance Management Constraints - authority limits or decision making limits of the position WU-P I/O PSYCHOLOGY PARTS OF A Job Description Statistics - sometimes, the exact numerical and financial script of certain job activities are included Nature and Scope - the information that would describe the context of the job (e.g., types of problems or decision involved in the position) Contacts - the lines of communications from this job to other jobs within / outside the org Working Conditions - the physical environment where the work is performed Knowledge, Skills, and Experience - KSE required to perform tasks successfully Competencies - observable behaviors and skills necessary for success in the job Other Information - e.g., specific training requirements Signature and Date WU-P I/O PSYCHOLOGY RESULTS-ORIENTED Job Description Traditional JD - emphasizes duties to be performed in a job - more short-sighted; only focuses at the task at hand Results-Oriented JD - stresses the expected contribution from the position - would describe how the job contributes to the mission of the organization - Plachy and Plachy, 1998 WU-P I/O PSYCHOLOGY Job Description COMPETENCY MODELING Competencies - clusters of KSAs needed for jobs - ideally, it should have a label or definition that describes the competency in behavioral terms and proficiency levels that describe the level of mastery of the competency WU-P I/O PSYCHOLOGY Job Description COMPETENCY MODELING Sample Definition and Behavioral Indicators Label Communication Conveys messages in a clear, direct, and logical manner both orally and in written form, which results in the understanding and retention of the message by the Definition clients and their customers, team members, and other units; engages in active listening and gives appropriate responses and timely feedback Articulates ideas in a way that elicits the desired response from the clients and their customers, team members, and other units Behavioral Indicators Practices active listening Maintains open communication by being available for dialogues Drafts documents in clear and easy-to-understand language WU-P I/O PSYCHOLOGY Job Description COMPETENCY MODELING Competencies - can also be classified as foundational or job-specific FOUNDATIONAL JOB-SPECIFIC apply to all jobs/roles in specific to a particular job or job family an org can be further classified into 2: aka core competencies Functional/Technical Competencies Leadership Competencies WU-P I/O PSYCHOLOGY Job Description COMPETENCY FRAMEWORK VS. COMPETENCY MODEL Competency Framework - pertains to all the competency models, aligned in a manner that it would reflect the organization’s mission and vision ex: Civil Service Competency Framework (of the British Civil Service) Competency Model - refers to a group of competencies that pertains to a particular job ex: competency models for positions in supply chain and operations management (by the American Production and Inventory Control Society) WU-P I/O PSYCHOLOGY  Job Design Job design is the assignment of goals and tasks that are to be accomplished by employees. The design of the job is said to influence job productivity and motivation WU-P I/O PSYCHOLOGY  Job Design The concern about how jobs are organized was prompted by the Industrial Revolution where the goal was to make work more efficient. Efficiency - minimizing the time to do tasks, minimizing the time to learn tasks, and minimizing skill requirements Job Simplification - breaking down a job into simple tasks - used to be the approach to meet efficiency goals - this however, leads to boredom, negative employee attitudes, and fails to offer workers a sense of accomplishments WU-P I/O PSYCHOLOGY APPROACHES IN Job Design Job rotation Horizontal job enlargement Job enrichment (vertical job enlargement) Autonomous work groups WU-P I/O PSYCHOLOGY APPROACHES IN Job Design Job rotation - involves having employees move to perform different tasks. This approach reduces employee boredom and provides relief from repetitive movements Horizontal job enlargement- combines two or more simplified jobs. This approach lengthens the work cycle and increases the variety of jobs that the employee does However, this does not consider employees to experience personal growth WU-P I/O PSYCHOLOGY  Job Design CONSIDERATIONS Technical Feasibility - degree to which individuals can physically and mentally do the job Economic Feasibility - degree to which cost of the job is less than the value it adds to the organization Behavioral Feasibility- degree to which the job is intrinsically satisfying to the employee WU-P I/O PSYCHOLOGY APPROACHES IN Job Design Job enrichment (vertical job enlargement) - involves giving employees more complicated work. They are also given the opportunity to decide on how to do their jobs (for example, in the scheduling and allocation of their tasks) Employees must be given adequate information and feedback so they can execute the work perfectly Autonomous work groups - involves having a team of employees work on interdependent tasks that complete a whole product or service. This group has discretion over the day-to-day operations, as well as input on selecting and training new group members WU-P I/O PSYCHOLOGY REFERENCES DESSLER G. (2019). FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT GLOBAL EDITION (5TH ED.). PEARSON EDUCATION LIMITED. HECHANOVA M. R. M. CALLEJA M. T. & VILLALUZ V. C. (2017). UNDERSTANDING THE FILIPINO WORKER AND ORGANIZATION. (2ND ED.). BLUEBOOKS