Chapter 4 powerpoint

. Copyright © 2014 by the McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

CHAPTER 4

ANALY

ZING W

ORK

AND DESIG

NING JO

BSFU

NDAMENTA

LS O

F

HUMAN RESOURCE

MANAGEMENT

5TH E

DITIO

N

BY R

.A. N

OE, J.

R. HOLL

ENBECK, B

.

GERHART, A

ND P.M. W

RIGHT

Need to Know

1. Elements of work flow analysis and how work flow is related to an organization’s structure.

2. How to obtain information for a job analysis.3. Elements and trends in job analysis and their

significance in HRM. 4. Methods for designing a job so that it

can be done efficiently and motivating.5. How organizations apply ergonomics to

design safe jobs and plan for mental demands of a job.

1. Elements of work flow analysis and how work flow is related to an organization’s structure.

2. How to obtain information for a job analysis.3. Elements and trends in job analysis and their

significance in HRM. 4. Methods for designing a job so that it

can be done efficiently and motivating.5. How organizations apply ergonomics to

design safe jobs and plan for mental demands of a job.

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Work Flow In Organizations

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Figure 4.1: Developing a Work Flow Analysis

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Work Flow Design and 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.

Centralized Decentralized Functional Product or Customer

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.

Centralized Decentralized Functional Product or Customer

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Firefighters work as a team.They and their equipment are the inputs and the output is an extinguished fire and the rescue of people and pets.In any organization or team, workers need to be cross- trained in several skills to create an effective team.

Firefighters work as a team.They and their equipment are the inputs and the output is an extinguished fire and the rescue of people and pets.In any organization or team, workers need to be cross- trained in several skills to create an effective team.

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Job Analysis

Process of getting detailed information about jobs.

Process of getting detailed information about jobs.

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Job Descriptions

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 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

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Figure 4.2: Sample Job Description

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Job Specifications

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.

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.

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Figure 4.3: Sample Job Specifications

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Sources of Job Information

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Position Analysis Questionnaire (PAQ)

A standardized job analysis questionnaire containing 194 questions about work behaviors, work conditions, and job characteristics that apply to a wide variety of jobs.

A standardized job analysis questionnaire containing 194 questions about work behaviors, work conditions, and job characteristics that apply to a wide variety of jobs.

1. Information input2. Mental processes3. Work output4. Relationships with

other persons5. Job context6. Other

characteristics

1. Information input2. Mental processes3. Work output4. Relationships with

other persons5. Job context6. Other

characteristics

What is it? Key sections:

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Fleishman Job Analysis System

Job analysis technique that asks subject-matter experts to evaluate a job in terms of the abilities required to perform the job.

Job analysis technique that asks subject-matter experts to evaluate a job in terms of the abilities required to perform the job.

• Written comprehension

• Deductive reasoning

• Manual dexterity• Stamina• Originality

• Written comprehension

• Deductive reasoning

• Manual dexterity• Stamina• Originality

What is it? Categories of abilities:

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Figure 4.4: Example of an Ability from Fleishman Job Analysis System

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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.

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

• Work redesign• HR planning• Selection• Training• Performance

appraisal• Career planning• Job evaluation

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Table 4.1: competency model

Project Manager Competencies

Proficiency Ratings

Organizational & Planning SkillsAbility to establish priorities on projects and schedule activities to achieve results

1—Below Expectations2—Meets Expectations3—Exceeds Expectations

CommunicationsAbility to build credibility and trust through open and direct communications with internal and external customers.

1—Below Expectations2—Meets Expectations3—Exceeds Expectations

Financial & Quantitative SkillsAbility to analyze financial information accurately and set financial goals that have a positive impact on company’s bottom line and fiscal objective

1—Below Expectations2—Meets Expectations3—Exceeds Expectations

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Trends in Job Analysis

Organizations are being viewed as a field of work needing to be done, rather than as a set series of jobs held by individuals.“Dejobbing” – designing work by project rather than jobs.

Organizations are being viewed as a field of work needing to be done, rather than as a set series of jobs held by individuals.“Dejobbing” – designing work by project rather than jobs.

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Job Design

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)

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)

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Figure 4.5: Approaches to Job Design

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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.

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.

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Designing Jobs That Motivate: 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.

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.

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Designing Jobs that Motivate: Job Characteristics Model

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.

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.

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Figure 4.6: Characteristics of a Motivating Job

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Designing Jobs That Motivate Job Enlargement

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Designing Jobs That Motivate

• Empowering workers by adding more decision-making authority to jobs.

• Based on Herzberg’s theory of motivation.

• Individuals motivated more by intrinsic aspects of work.

• Empowering workers by adding more decision-making authority to jobs.

• Based on Herzberg’s theory of motivation.

• Individuals motivated more by intrinsic aspects of work.

Have authority for an entire work process or segmentTeam members motivated by autonomy, skill variety, and task identity.

Have authority for an entire work process or segmentTeam members motivated by autonomy, skill variety, and task identity.

Job Enrichment Self-Managing Work Teams

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Test Your Knowledge

Adding more tasks to an existing job is called ____________, while adding more decision- making authority to jobs is called _________.A. Job extension; job rotationB. Job rotation; job enrichmentC. Job enlargement; job enrichmentD. Job enlargement; job rotation

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Designing Jobs That Motivate Flexible Work Schedules

•A scheduling policy in which full-time employees may choose starting and ending times within guidelines specified by the organization.•A work schedule that allows time for community and family interests can be extremely motivating.

•A scheduling policy in which full-time employees may choose starting and ending times within guidelines specified by the organization.•A work schedule that allows time for community and family interests can be extremely motivating.

•A work option in which two part-time employees carry out the tasks associated with a single job.•Enables an organization to attract or retain valued employees who want more time to attend school or take care of family matters.

•A work option in which two part-time employees carry out the tasks associated with a single job.•Enables an organization to attract or retain valued employees who want more time to attend school or take care of family matters.

Flextime Job Sharing

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Figure 4.7: Alternatives to 8-to-5 Job

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Designing Jobs That Motivate Telework

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 employees with special needs

• Easiest to implement for managerial, professional, or sales jobs.

• Difficult to set up for manufacturing workers.

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 employees with special needs

• Easiest to implement for managerial, professional, or sales jobs.

• Difficult to set up for manufacturing workers.

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Designing Ergonomic Jobs

Ergonomics – 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.

Ergonomics – 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.

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Although employers in all industries are supposed to protect workers under the OSHA “general duty” clause, nursing homes, grocery stores, and poultry- processing plants are the only three industries for which OSHA has published ergonomic standards.

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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.

• 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.

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Ways to Simplify a Job’s Mental Demands 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

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

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Summary

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.

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.

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Summary

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)

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)

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Summary

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.

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.

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Summary

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

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

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Summary

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.

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.

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