Copyright © 2005 Thomson Business & Professional Publishing.All rights reserved.
ROBERT L. MATHIS
JOHN H. JACKSON
PowerPoint Presentation by Charlie CookThe University of West Alabama
Jobs and Job AnalysisJobs and Job AnalysisJobs and Job AnalysisJobs and Job Analysis
Chapter 6Chapter 6
SECTION 2SECTION 2Staffing theStaffing the
OrganizationOrganization
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Learning ObjectivesLearning ObjectivesLearning ObjectivesLearning Objectives
• After you have read this chapter, you should be able to:
Discuss workflow analysis and business process re-engineering as approaches to organizational work.
Define job design and identify five design characteristics for jobs.
Explain how work schedules and telework are affecting jobs and work.
Describe job analysis, and the stages in and methods used in the job analysis process.
Indicate how job analysis has both behavioral and legal aspects.
Identify the components of job descriptions.
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HR Management and JobsHR Management and JobsHR Management and JobsHR Management and Jobs
• Dividing Work into JobsWork
Effort directed toward producing or accomplishing results.
Job A grouping of tasks, duties, and responsibilities that
constitutes the total work assignment for an employee.
• Approaches to Understanding JobsWorkflow analysisRe-engineeringJob designJob analysisJob descriptions and job specifications
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Workflow AnalysisWorkflow AnalysisWorkflow AnalysisWorkflow Analysis
• Workflow AnalysisA study of the way work (inputs, activities, and
outputs) moves through an organization.
InputsInputsPeoplePeople
MaterialsMaterialsEquipmentEquipment
InputsInputsPeoplePeople
MaterialsMaterialsEquipmentEquipment
ActivitiesActivitiesTasks and Tasks and
JobsJobs
ActivitiesActivitiesTasks and Tasks and
JobsJobs
OutputsOutputsGoods and Goods and
ServicesServices
OutputsOutputsGoods and Goods and
ServicesServices
EvaluationEvaluationEvaluationEvaluation
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Business Process Re-engineeringBusiness Process Re-engineeringBusiness Process Re-engineeringBusiness Process Re-engineering
• Business Process Re-engineering (BPR)Measures for improving such activities as product
development, customer service, and service delivery.
• Phases of ReengineeringRethinkRedesignRetool
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Importance Of Job DesignImportance Of Job DesignImportance Of Job DesignImportance Of Job Design
• Job DesignOrganizing tasks, duties, and responsibilities into a
productive unit of work.
• Person/job FitMatching characteristics of people with characteristics
of jobs.
Job DesignJob DesignJob DesignJob Design
Job Job SatisfactionSatisfaction
Job Job SatisfactionSatisfaction
Job Job PerformancePerformance
Job Job PerformancePerformance
Physical andPhysical andMental HealthMental Health
Physical andPhysical andMental HealthMental Health
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Job Characteristics ModelJob Characteristics ModelJob Characteristics ModelJob Characteristics Model
Figure 6–3
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Nature of Job DesignNature of Job DesignNature of Job DesignNature of Job Design
• Job EnlargementBroadening the scope of a job by expanding the
number of different tasks to be performed.
• Job Enrichment Increasing the depth of a job by adding the
responsibility for planning, organizing , controlling, and evaluating the job.
• Job RotationThe process of shifting a person from job to job.
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Using Teams in JobsUsing Teams in JobsUsing Teams in JobsUsing Teams in Jobs
• Types of TeamsSpecial-Purpose Team
Organizational team formed to address specific problems, improve work processes, and enhance product and service quality.
Self-directed Work Team A team composed of individuals assigned a cluster of tasks,
duties, and responsibilities to be accomplished.
Virtual Team Organizational team composed of individuals who are
geographically separated but linked by communications technology.
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Team JobsTeam JobsTeam JobsTeam Jobs
• AdvantagesImproved productivity
Increased employee involvement
More widespread employee learning
Greater employee ownership of problems
• DisadvantagesRequires employees to
be “group oriented”
Not appropriate for most work in organizations
Can be overused
Difficult to measure team performance
Individual compensation interferes with team concept
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Work SchedulesWork SchedulesWork SchedulesWork Schedules
• Global Work Schedule DifferencesThe number of work hours in a week varies from
country to country.
• Work Schedule AlternativesLonger daily hours (e.g., 4-day, 40 hours)
• Shift WorkShift differentials for evening or night shift work
• Compressed Work WeekA work schedule in which a full week’s work is
accomplished in fewer than five days.
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Work SchedulesWork SchedulesWork SchedulesWork Schedules
• FlextimeA work scheduling arrangement in which employees
work a set number of hours per day but vary their starting and ending times.
• Job SharingA scheduling arrangement in which two employees
perform the work of one full-time job.
• TelecommutingThe process of going to work via electronic computing
and telecommunications equipment.
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The Nature of Job AnalysisThe Nature of Job AnalysisThe Nature of Job AnalysisThe Nature of Job Analysis
• Job AnalysisA systematic way of gathering and analyzing
information about the content, context, and the human requirements of jobs.Work activities and behaviors
Interactions with others
Performance standards
Financial and budgeting impact
Machines and equipment used
Working conditions
Supervision given and received
Knowledge, skills, and abilities needed
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Job Analysis in Job Analysis in PerspectivePerspective
Job Analysis in Job Analysis in PerspectivePerspective
Figure 6–6
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Two Types of Job AnalysisTwo Types of Job Analysis1. Task Based1. Task Based
2. Competency Based2. Competency Based
Two Types of Job AnalysisTwo Types of Job Analysis1. Task Based1. Task Based
2. Competency Based2. Competency Based
TASK BASED• Task
A distinct, identifiable work activity composed of motions
• Duty A larger work segment composed of several tasks that are performed by an
individual
• Responsibilities Obligations to perform certain tasks and duties
COMPETENCY BASED• Competencies
Individual capabilities that can be linked to enhanced performance by individuals or teams.
Technical competencies Behavioral competencies
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Stages in the Job Stages in the Job Analysis ProcessAnalysis Process
Stages in the Job Stages in the Job Analysis ProcessAnalysis Process
Figure 6–8
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Job Analysis MethodsJob Analysis MethodsJob Analysis MethodsJob Analysis Methods
Job AnalysisJob AnalysisMethodsMethods
Job AnalysisJob AnalysisMethodsMethods
QuestionnairesQuestionnairesQuestionnairesQuestionnairesObservationObservation
Work SamplingWork SamplingDiary/LogDiary/Log
ObservationObservation
Work SamplingWork SamplingDiary/LogDiary/Log
InterviewingInterviewingInterviewingInterviewing
SpecializedSpecializedJob AnalysisJob Analysis
MethodsMethods
PAQPAQMPDQMPDQ
SpecializedSpecializedJob AnalysisJob Analysis
MethodsMethods
PAQPAQMPDQMPDQ
ComputerizedComputerizedJob AnalysisJob Analysis
ComputerizedComputerizedJob AnalysisJob Analysis
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Typical Areas Covered in a Job Analysis Typical Areas Covered in a Job Analysis QuestionnaireQuestionnaire
Typical Areas Covered in a Job Analysis Typical Areas Covered in a Job Analysis QuestionnaireQuestionnaire
Figure 6–9
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Behavioral Aspects of Job AnalysisBehavioral Aspects of Job AnalysisBehavioral Aspects of Job AnalysisBehavioral Aspects of Job Analysis
Employee Fears and AnxietiesEmployee Fears and AnxietiesEmployee Fears and AnxietiesEmployee Fears and Anxieties
““Inflation” of Jobs and TitlesInflation” of Jobs and Titles““Inflation” of Jobs and TitlesInflation” of Jobs and Titles
Managerial Anxieties (Straitjacket)Managerial Anxieties (Straitjacket) Managerial Anxieties (Straitjacket)Managerial Anxieties (Straitjacket)
Current Incumbent EmphasisCurrent Incumbent EmphasisCurrent Incumbent EmphasisCurrent Incumbent Emphasis
BehavioralBehavioralAspects of Aspects of
JobJobAnalysisAnalysis
BehavioralBehavioralAspects of Aspects of
JobJobAnalysisAnalysis
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Legal Aspects of Job AnalysisLegal Aspects of Job AnalysisLegal Aspects of Job AnalysisLegal Aspects of Job Analysis
• Job Analysis and the Americans with Disabilities Act (ADA)Essential job functions—fundamental duties of the
job that are performed regularly, require significant amounts of time, cannot be easily assigned to another employee, and are necessary to accomplish the job.
Marginal job functions—duties that are part of the job but are incidental or ancillary to the purpose and nature of the job.
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Determining Essential and Marginal Job FunctionsDetermining Essential and Marginal Job FunctionsDetermining Essential and Marginal Job FunctionsDetermining Essential and Marginal Job Functions
Figure 6–10
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Job Analysis and Wage/Hour RegulationsJob Analysis and Wage/Hour RegulationsJob Analysis and Wage/Hour RegulationsJob Analysis and Wage/Hour Regulations
• Fair Labor Standards Act
To qualify for an exemption from the overtime provisions of the act:Exempt employees can spend no more than 20% of their time
on manual, routine, or clerical duties.
Exempt employees must spend at least 50% of their time performing their primary duties as executive, administrative, or professional employees.
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Job Descriptions and Job SpecificationsJob Descriptions and Job SpecificationsJob Descriptions and Job SpecificationsJob Descriptions and Job Specifications
• Job DescriptionIdentification of the tasks, duties, and responsibilities of
a job
• Performance StandardsIndicator of what the job accomplishes and how
performance is measured in key areas of the job description.
• Job SpecificationThe knowledge, skills, and abilities (KSAs) an
individual needs to perform a job satisfactorily.
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Job Description ComponentsJob Description ComponentsJob Description ComponentsJob Description Components
• IdentificationJob titleReporting relationshipsDepartmentLocationDate of analysis
• General SummaryDescribes the job’s
distinguishing responsibilities and components
• Essential Functions and DutiesLists major tasks, duties and
responsibilities
• Job SpecificationsKnowledge, skills, and
abilitiesEducation and experiencePhysical requirements
• DisclaimerOf implied contract
• Signature of approvals
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Example Job Description and SpecificationExample Job Description and Specification
Job TitleJob Title: Accounts Payable and Payroll Accountant: Accounts Payable and Payroll Accountant
Job DescriptionJob Description: Business Partner with Accounts Payable and Payroll : Business Partner with Accounts Payable and Payroll Departments to develop expense forecasts and commentary; prepare Departments to develop expense forecasts and commentary; prepare accounts payable and payroll shared services; ensure inputs are posted accounts payable and payroll shared services; ensure inputs are posted weekly, perform account analysis/reconciliations of cash, liability and weekly, perform account analysis/reconciliations of cash, liability and employee loan accounts, submit routine reports to Corporate; identify employee loan accounts, submit routine reports to Corporate; identify and implement process improvements relative to all responsibilities and implement process improvements relative to all responsibilities listed abovelisted above
Job SpecificationJob Specification: BS degree in accounting or finance, 2+ years of : BS degree in accounting or finance, 2+ years of accounting or finance experience, sound knowledge of integral accounts accounting or finance experience, sound knowledge of integral accounts payable and general ledger systems, working knowledge of Hyperion payable and general ledger systems, working knowledge of Hyperion Software, good communication skills, able to work independently at off-Software, good communication skills, able to work independently at off-site locationsite location
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Sample Job Description (cont’d)Sample Job Description (cont’d)Sample Job Description (cont’d)Sample Job Description (cont’d)
Figure 6–12 cont’d
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Sample Job Description (cont’d)Sample Job Description (cont’d)Sample Job Description (cont’d)Sample Job Description (cont’d)
Figure 6–12 cont’d