WEEK 2: JOB ANALYSIS AND DESIGN

1. WEEK 2: JOB ANALYSIS AND DESIGN Agenda for Today • Understand factors affecting individual performance • Understand the bases of job design • Understand different approaches to and outcomes of job design • Understand the purpose of job analysis and its significance for ADA • Understand different job analysis methods • Practice doing job analysis and writing job descriptions

2. INDIVIDUAL PERFORMANCE & PRODUCTIVITY ATTRIBUTES P SUPPORT MOTIVATION PERFORMANCE=ATTRIBUTES ? MOTIVATION ? SUPPORT

3. MOTIVATION: FOUNDATION OF JOB DESIGN • Maslow’s Hierarchy of Needs • Human needs categorized into five types • Lower level needs have to be satisfied before satisfying higher order needs • Implications?? • Two-Factor Theory: Herzberg • MotivatorsJob Satisfaction and Higher Motivation • Internal to the Job (Focus on JOB CONTENT) • HygieneDissatisfaction and Demotivation • External to the job (Focus on JOB CONTEXT) • Implications??

4. MOTIVATION (contd.) • Expectancy Theory: Vroom • Motivation = Expectancy (E) x Instrumentality (I) x Value (V) • E=Belief that more effort will lead to higher performance • I=Belief that high performance will lead to rewards • V=How valuable are the rewards that are received • Job Characteristics Theory: Hackman and Oldham • Motivation Depends on FIVE Core Job Characteristics • May not work for everyone • Resistance from labor unions • Lower level needs need to be satisfied first • Time consuming • Needs long term commitment

5. APPROACHES TO JOB (RE)DESIGN Work Simplification Flexible Schedules Job Rotation Person-Job Fit Team-Based Job Enlargement Job Enrichment

6. CONSEQUENCES OF JOB(RE)DESIGN • Improved performance • Improved job satisfaction • Lowered turnover and absenteeism • Improved physical and mental health • Tool for improving person-job fit • Possible violations of psychological contract

7. Jobs, Jobs, Jobs..

8. JOB ANALYSIS and JOB DESIGN JOB ANALYSIS JOB DESCRIPTIONS/ JOB SPECIFICATIONS JOB DESIGN

9. Basic Building Block of HR: Job Analysis • HR Planning • Recruiting and Selecting • Compensation • Training and Development • Performance Appraisal • Legal • Safety and Health • Job and Organizational Design/Redesign

10. Other Uses of Job Analysis Information

11. What Should Job Analysis Accomplish? • Should consider changing nature of jobs: • Time: People do different things at different times of the year • People: Job is what the incumbent makes of it (esp. in mgmt) • Environment and context: Technology, rules, procedures etc. • Job specs and people requirements should reflect minimally acceptable qualifications, NOTideal. • Distinguish between required (“need to have”) & desirable (“nice to have”) qualifications. • Shift from task-based to process-based org. of work: • Identification of knowledge, skills & abilities necessary to work • Identification of environment, context, social aspects of work • Move from describing jobs to describing roles.

12. The New “Strategic View” of Job Analysis • Strategic Job Analysis: • Identify tasks, skills, abilities & knowledge that will be needed to perform the job in the future(Schneider & Konz, 1989). • Generic Job Analysis: • JA that focuses more on generic personal characteristics or work behaviors that are important for competitive success and for dealing with change (Cardy & Dobbins, 1992). • Competency Approach to Job Analysis: • The use of knowledge, skills and abilities in enhancing performance. • Shift from Job-Based Role-Based Competencies • Leaves it open to legal challenge as not being as job-related as the traditional approach

13. Job Analysis and the ADA • ADA – American with Disabilities Act (1990) • Employers must identify essential job functions • Amount of time spent on each function (20% or more) • Consequences of error or not performing the function (function is important) • Position exists to perform that function OR so specialized that it cannot be shifted to others (regular performance) • Must show direct links between job duties and the knowledge, skills and abilities that are assessed • Job descriptions must be prepared before recruiting applicants (video job descriptions work best) • Requires reasonable accommodationif candidate can perform essential job functions

14. Job Analysis Information • Work Activities and Behaviors • Knowledge, Skills and Abilities (KSAs) • Interactions With Others • Supervision Given and Received • Physical and Mental Abilities • Machines and Equipment • Working Conditions (hours/travel)

15. Job Analysis Procedure • Plan the job analysis • Prepare and communicate the job analysis • Conduct job analysis • Develop job descriptions and job specifications • Maintain and update job descriptions and job specifications

16. Job Analysis Methods • Job Performance • Observation • Work Setting • Employee Diary/Log • Interviews • Individual (Critical Incident Technique) • Work Group • Questionnaires • Position Analysis Questionnaire (Behaviors) • Functional Job Analysis (Tasks, Data, People, Things) • Task Inventory Analysis (Tasks, KSAs) • Management Position Description Questionnaire (Behaviors) • Computerized Job Analysis

17. Job Analysis: Relating Method to Purpose

18. Components of Job Descriptions • Identification • Title, department, reporting relationship, exempt status, pay grade, EEOC classification • Job Summary • Concise statement of general responsibilities and components that make the job different from others • Essential Functions and Duties • In order of importance • Job Specifications • Required education, experience, training, certification, mental/physical requirements, working conditions/job hazards. Helps determine what accommodations possible under ADA. • Disclaimers and Approvals • Cannot be considered essential functions under the ADA.

19. PUTTING IT ALL TOGETHER Attributes Work-Flow Analysis Job Analysis Job Design Job Description Job Performance Business Strategy Organization Structure Support