Job Analysis Lecture

8/11/2019 Job Analysis Lecture

1/39

Scenario

Violet Jones's first job out of high school wasworking at a popular pizza restaurant as a waitress.

She was so excited to earn her first paycheck.

Unfortunately, her excitement faded very quickly

when she realized that she had no clue as to what herjob responsibilities entailed. She was fired within the

first week.


2/39

What do you think

is the reason whyViolet was fired?


3/39

Violet was fired within the firstweek. The reason was because Violetthought her only responsibility was

to wait tables and provide fooddeliveries.


4/39

She did not know or understand that

she was also responsible for other tasks

such as cleaning tables, restockingsupplies and even taking out the trash atthe end of the shift. Violet's bad

experience in the restaurant world couldhave been avoided if her companyprovided ajob design.


5/39

Job Design is a written documentoutlining the job responsibilities,

qualifications and required duties of a job.It also details how, what and in whatsequence tasks should be completed for

the job. A properly designed job shouldalso attract the right candidate becausethe potential employee will know exactly

what to expect from the position.


6/39

Violet would not haveapplied for the pizza job if sheknew that she was alsoresponsible for cleaning andtrash collection.


7/39

A correctly defined job design will alsodecrease job turnover and quitting, since the

applicant will understand their responsibilitiesup front. Scientific management, jobenlargement/job rotation, job enrichment and

the job characteristic theory are fourapproaches to developing job designs thatcompanies can embrace. Now Violet Jones hasbeen hired to be a manager at IntestinalDistress Taco Restaurant.


8/39


9/39

In any organization,

work has to be dividedinto manageable units and

ultimately into jobs thatcan be performed by

employees.


10/39

- is the process of systematically

organizing work into tasks that arerequired to perform a specific job.


11/39

A job consists of a group ofrelated activities and duties. Ideally,the duties of a job should be clearand distinct from those of other

jobs and involve natural units ofwork that are similar and related.This helps minimize conflict andenhance employee performance.


12/39

The collection of tasks and

responsibilities performed byone person is known as a

position.


13/39

In a department with 1

supervisor, 1 clerk, 40

assemblers, and 3 tow-motor

operators. How many

positions and jobs are there?

Question


14/39

There are 45positions

and 4jobs.


15/39

SPECIALIZATION AND INDUSTRIAL

ENGINEERING CONSIDERATIONSThe term job as it is known today is

largely an outgrowth of the efficiency demandsof the industrial revolution. Work

simplification is based on the premise thatwork can be broken down into clearly defined,highly specialized, repetitive tasks to

maximize efficiency.


16/39

SPECIALIZATION AND INDUSTRIAL ENGINEERING

CONSIDERATIONS

This approach to job design involvesassigning most of the administrative aspects ofwork (such as planning and organizing) to

supervisors and managers, while giving lower-level employees narrowly defined tasks toperform according to methods established and

specified by management.


17/39

Industrial Engineering

- A field of studyconcerned with analyzing

work methods; makingwork cycles more efficient

by modifying, combining,

rearranging, or eliminating

tasks; and establishing time

standards.

Industrial Engineers -Isystematically identify,

analyze, and time the

elements of each jobswork cycle and determine

which, if any, elements can

be modified, combined,

rearranged, or eliminated toreduce the time needed to

complete the cycle.


18/39

BEHAVIORAL CONSIDERATIONS

Job enlargement (horizontal loading)

- involves assigning workers additional tasks at

the same level of responsibility to increase the

number of tasks they have to perform. Alsoknown as horizontal loading, job enlargement

reduces monotony and fatigue by expanding

the job cycle and drawing on a wider range of

employee skills.


19/39


Job rotation

- Another technique to relieve monotony and

employee boredom, which involves

systematically moving employees from one

job to another.


20/39


Job enrichment (vertical loading)

- This is defined as any effort that makes anemployees job more rewarding or satisfying by

adding more meaningful tasks and duties. Alsoknown as vertical loading, job enrichment involves

increasing autonomy and responsibility by allowing

employees to assume a greater role in the

decision-making process.


21/39

Enriching jobs can beaccomplished through such

activities as: increasing the level of difficulty and responsibility

of the job

assigning workers more authority and controlover outcomes

providing feedback about individual or unit jobperformance directly to employees


22/39

adding new tasks requiring training, therebyproviding an opportunity for growth, and

assigning individuals specific tasks orresponsibility for performing a whole job rather

than only parts of it.


23/39

Hackman & Oldhams Job

Characteristics Model

Core Job Characteristics Critical Psychological States Personal and Work Outcomes

Skill Variety

Task Identity

Task significance

Autonomy

Feedback

Experienced

Meaningfulness

of Work

Experienced

Responsibility

for outcomes

Knowledge of

Results

High internal work

Motivation

High job performance

High satisfaction with

work

Low absenteeism &

turnover

Strength of relationships is

determined by intensity of

employee growth need


24/39


25/39

An organization consists of

one or more employees who performvarious tasks. The relationshipsbetween people and tasks must be

structured in such a way that theorganization can achieve its goals inan efficient and effective manner.


26/39

What is an organizational structure?


27/39

- refers to the formalrelationships among jobs inan organization.

Organizational Structure


28/39

An organization chart is

often used to depict thestructure.


29/39


30/39

As illustrated in such a chart indicates

the types of departments establishedand the title of each managers job and,

by means of connecting lines, clarifies

the chain of command and shows who isaccountable to whom.


31/39

An organization chart presents asnapshot of the firm at a particular

point in time but does not provide

details about actual communication

patterns, degree of supervision, amountof power and authority, or specific duties

and responsibilities.


32/39

Designing an organization involveschoosing a structure that isappropriate, given the companysstrategic goals. There are three

basic types of organizationalstructure, as depicted in Figure3.2: bureaucratic, flat, andboundaryless.
http://localhost/var/www/apps/conversion/tmp/scratch_9/0131976060.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_9/0131976060.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_9/0131976060.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_9/0131976060.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_9/0131976060.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_9/0131976060.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_9/0131976060.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_9/0131976060.pdf


33/39

Bureaucratic designs are becoming

less common; flat structures are

increasingly the norm;

Flat structures are increasingly the

norm; Boundaryless organizations

characterized by alliances and joint

ventures have started to evolve.


34/39

Another emerging form of organization is

the virtual organization. These

organizations do not have a formal

structure or any one physical location, and

they co-ordinate their operations using the

Internet.

THE NATURE OF JOB


35/39

THE NATURE OF JOB

ANALYSIS

Once jobs have been designed orredesigned, an employersperformance-related expectations

need to be defined and communicatedbased on job analysis, a process bywhich information about jobs issystematically gathered andorganized.


36/39

- the procedure for determining the tasks,

duties, and responsibilities of each job and thehuman attributes (in terms of knowledge

skills, and abilities) required to perform it.


37/39

In contrast to job design, which reflects

subjective opinions about the ideal

requirements of a job, job analysis is concernedwith objective and verifiable information about

the actual requirements. Once this information

has been gathered, it is used for developing jobdescriptions (what the job entails) and job

specifications (what the human requirements

are).


38/39


39/39

Examples:

Job Analysis Worksheet

Job Safety Analysis Worksheet

Job Analysis position Job Description

Job Analysis Questionnaire
http://localhost/var/www/apps/conversion/tmp/scratch_9/job%20analysis%20worksheet.gifhttp://localhost/var/www/apps/conversion/tmp/scratch_9/job%20analysis%20worksheet.gifhttp://localhost/var/www/apps/conversion/tmp/scratch_9/job%20analysis%20of%20the%20position%20of%20sales%20manager.pnghttp://localhost/var/www/apps/conversion/tmp/scratch_9/job%20description.pnghttp://localhost/var/www/apps/conversion/tmp/scratch_9/0131976060.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_9/0131976060.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_9/job%20description.pnghttp://localhost/var/www/apps/conversion/tmp/scratch_9/job%20analysis%20of%20the%20position%20of%20sales%20manager.pnghttp://localhost/var/www/apps/conversion/tmp/scratch_9/job%20analysis%20worksheet.gifhttp://localhost/var/www/apps/conversion/tmp/scratch_9/job%20analysis%20worksheet.gif

Documents

Job Analysis Lecture