Job Analysis And Design

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JOB DESIGN AND ANALYSIS

JOB DESIGN 2

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Refers to the way that the position and the tasks within that position are organized, including how and when the tasks are done and any factors that affect the work such as in what order the tasks are completed and the conditions under which the tasks are completed. It refers to the way in which work is structured into different tasks and responsibilities required to execute a particular job. It refers to the way that tasks are arranged to form complete jobs in an organization

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Jobs differ in the way their tasks are arranged. Some jobs are routine, non-routine, flexible and permit discretionary in decision making. Some jobs require diverse skills, others require few skills, some strictly control their performers with rules and procedures, others allow employees substantial freedom. OTHERWISE, poor designed job causes stress, reduced speed and accuracy

Methods of Job Design 4

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Job Simplification dividing a job into smaller units so that lower skilled and paid employees can carry out jobs

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Job Rotation; moving employees from one job to another in order to give them greater variety and learn new skills

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Job Enlargement; increasing similar tasks to the job Job Enrichment; attempt to motivate employees by giving them the

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opportunity to use the range of their abilities 5.

Condensed Workweek to increase the no. of hours worked per day, so as to reduce the no. of days worked per week

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Flexitime; it gives employees opportunity to choose within specified limits, when they start and end their workday

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Job Enrichment 5

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Frederick Herzberg suggested that the best way to motivate employees is through job enrichment. He suggested “If you want people to do a good job, give them a good job to do.” His job enrichment model includes expanding job content to create more opportunities for job satisfaction Expanding on Herzberg’s suggestions, J. Richard Hackman offered a model of how to design jobs that provide motivation based on 5core job characteristics

5 core job characteristics 6

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Skill variety: allowing workers to use different skills and talents to do a number of different activities. Task identity: workers are able to see a completed product or project or some visible outcome that creates a sense of accomplishment. Task significance: the tasks performed have some meaningful impact on the organization, or the external environment. Autonomy: worker has some control over the job. Feedback from the job itself: the job includes some opportunity to show the worker if the tasks are done properly.

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Flexible Work Schedules 7

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compressed work week schedules- Employees work longer days in exchange for longer weekends or other days off flex time - An alternative to traditional “9 to 5” work schedules allows employees to vary arrival and departure times job sharing - Two people share one job by splitting the work week and the responsibilities of the position telecommuting - Using technology to work in a location other than the traditional workplace.

Compressed workweek 8

Flextime

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Job sharing 9

telecommuting 10

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Practice question 11

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Flexible scheduling offers many alternatives to traditional scheduling. Each comes with advantages and disadvantages that must be considered carefully. What are the Advantages and Disadvantages of Flexible Scheduling? Have you ever seen a job description for a work position you have held? If so, do you think the job description was accurate? (Stewart page 150)

Advantages

Disadvantages

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Reduced commuting time Reduced costs of transportation Reduced childcare costs Better work/life balance aren’t productive Cost savings from fewer on-site employees Increased retention of current employees Advantages in recruiting new employees Reduced traffic at peak commuting hours Increased morale

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Lack of supervision of employees Potential reductions in productivity Increased turnover of employees Employees feeling isolated Difficult to maintain “team atmosphere” Increased stress Expensive technology Fair Labor Standards rules on overtime Union contracts

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Question 13

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Identify the 6 general techniques for obtaining job analysis information.

The 6 general techniques for obtaining job information are;  Observation

method,  Individual interview method  Group interview method  Structured questionnaire method  Technical conference method  Diary method.

WHAT IS JOB ANALYSIS? 14

Is the process used to determine and describe the content of jobs in such a way that a clear understanding of what the job is about, is communicated to anyone who might require information for management purposes or for better HR decisions. 

It provides management with accurate and up to date information about the jobs in the work organization in order to provide the employer with legal protection.

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Job analysis identifies what people actually do in their jobs and what they need in order to perform their jobs better Systematically it investigates tasks, duties and responsibilities of a job, as well as knowledge and skills that an employee needs to perform the job adequately.

Steps in Job Analysis Process 16

Phase 1: Familiarizing the organization and its jobs 1. Determining the uses of the job analysis information (selection, training?) Identifying issues to be analyzed

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Critical factors to the success of the organization Difficult tasks to learn New technology

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Steps in Job Analysis Process 17

Phase 2: Collection of Information Source of Job Data

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Supervisors, subordinates, customers, Existing job descriptions, Manuals, publications, etc.

Data collection instrument design

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Questionnaires, Checklists, etc Tool: Tape recorder

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Information gathered: 

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Status, key duties/tasks, KSAs, working conditions, performance standards, etc

Data collection method    

Face-to-face interviews Questionnaire survey Employee log/diary or company documents Observation, etc.

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Data collection tools: JAQ, PDQ, PAQ…. 19

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Job Analysis Questionnaire JAQ Position description questionnaire PDQ Position analysis questionnaire PAQ etc

See file samples

Job Analysis - Questionnaire 

(PAQ) is a structured questionnaire that assesses the work behaviors required for a job. There are 6 dimensions: Information input —where and how a worker obtains needed information such as education and or experience.  Mental processes —reasoning and decision-making activities.  Work output —physical actions required for the job, as well as tools or devices used.  Relationships with other people —the interactions and social connections that a worker forms with others.  Job context —the physical and social surroundings where work activities are performed.  Other job characteristics —activities, conditions, or characteristics that are important but not contained in the other five dimensions. 

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PDQ – Position Description Questionnaire 21

It is the official description of an individual classified position or job. It is used to determine a proper classification for new, vacant and filled positions 

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Employees and their respective supervisors are required to collaboratively to complete the PDQ Proper statements describing job duty statements should be provided. The sentences should be clear, precise and described using present tense action verbs (see glossary of action verbs) Its report provides a basis for classification decisions

Job Duty Statements: example 22

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Designs and implements databases by evaluating documentation requirements and using software packages to create tables, queries, reports, macros and applications to compile and run reports. Inspects and fills soap dispensers in restrooms

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Job Duty Statements: Example 23

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Plans workshops, meetings, and conferences by scheduling participants and presenters, arranging for production of material, acquiring equipment, selecting facilities and service providers and evaluating program effectiveness. Manages reception office by providing supervision, training and support to two employees, including assigning job duties, providing job training, scheduling work and monitoring performance

Phase 3: Uses of JA information 24

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Job Descriptions—Task requirements 

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Statement that explains tasks or duties, working conditions of a job.

Job Specifications—Person requirements 

Statement of what a job demands E.g., Knowledge, skills, abilities (KSAs) and other characteristics required to perform job.

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See sample od job description

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class activity _ job description Marketing  class activity _ job description HR  class activity _ job description HR employee relations

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Phase 3: Uses of JA information 28

Performance standards  

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What is expected of workers JA may provide performance standards for job where performance is readily quantified, measurable, etc.

All of these uses form foundation for various HRM systems

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Common Problems with Job Analysis 29

Lack of sufficient budget for the analysis  Use of single method and source of collecting data  Lack of orientation for jobholders  Biased nature of job analyst  Poor involvement of both a job holder and his/her immediate supervisor 

Take Home questions 30

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Why is it necessary for HR officers to perform a job analysis exercise? With valid example explain why flexi-time method of job design not applicable to all types of jobs. Give an example of a job description and job specification of any job position of your choice.

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