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JOB ANALYSIS : ... the process of gathering detailed information about jobs

JOB ANALYSIS : ... the process of gathering detailed information about jobs. Job analysis is very important to HR managers and has been called the building block of all HRM functions. Almost every HRM program requires some type of information determined by job analysis:. Selection

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JOB ANALYSIS : ... the process of gathering detailed information about jobs

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  1. JOB ANALYSIS: ...the process of gathering detailed information about jobs • Job analysis is very important to HR managers and has been called the building block of all HRM functions. • Almost every HRM program requires some type of information determined by job analysis: • Selection • Job Descriptions • Job Specifications • Human resource planning • Job evaluation • Compensable Factors • Performance appraisal • Training • Career planning • Work redesign

  2. LEGISLATION WHICH REQUIRESJOB ANALYSIS FAIR LABOR STANDARDS ACT – 1938 Status of “exempt” and “Non-exempt” jobs determined by job analysis EQUAL PAY ACT – 1963 If jobs are not substantially different, similar pay must be provided Proof of similarity/difference found by conducting job analysis CIVIL RIGHTS ACT – 1964 Job analysis helps to accurately describe job duties and to defend the qualifications needed in a job OCCUPATIONAL SAFETY & HEALTH ACT – 1970 Job analysis establishes the work conditions and risks faced at work AMERICANS WITH DISABILITIES ACT – 1990 Job analysis is necessary to establish the essential functions of each job

  3. QUESTIONS TO ASK WHENCONDUCTING JOB ANALYSIS WHY does this job exist? (purpose) WHERE is this job performed? (location) WHEN is this job performed? (hours of normal work) WHICH TASKS (mental & physical) are to be accomplished? (activities) HOW should the worker perform the job? (methods and techniques) WHICH TOOLS are used on this job? (equipment, tools, software) WHO does the worker interact with? (coordinating relationships) WHAT OUTCOMES are to be achieved? (expected results) WHAT QUALIFICATIONS must I have to do this job? (specifications)

  4. JOB ANALYSIS NEEDED TO DEVELOP: JOB DESCRIPTIONS Specific duties and tasks one is to accomplish JOB SPECIFICATIONS Minimum competencies & abilities needed to hold the job JOB EVALUATION SYSTEM Compensable factors used to determine the worth of each position PERFORMANCE APPRAISAL SYSTEM Standards to evaluate how well the worker performs the job

  5. SOURCES OF JOB INFORMATION JOB HOLDERS / INCUMBENTS - People who currently do the work MANAGERS / SUPERVISORS - Those who supervise and evaluate the work THE DICTIONARY OF OCCUPATIONAL TITLES - Published by the Department of Labor THE OCCUPATIONAL INFORMATION NETWORK (O*NET) - An online job description database created by the Department of Labor OTHER ORGANIZATIONS - Other firms who have similar jobs

  6. COLLECTING JOB ANALYSIS DATA-1 QUESTIONNAIRES + Economical with time and effort + Answers get written down + Data can be reviewed by supervisor - May not ask the right questions (important job info may be omitted) - Subject to possible distortion by workers - Some may not get filled out (low response rate) JOB LOGS + Keeps a daily record of what is done (better than memory) + Raises consciousness and sensitivity to what one does on the job - Some workers are too busy to write down what they’re doing - Some may not be very precise/accurate in keeping their work log - Subject to distortion and embellishment

  7. COLLECTING JOB ANALYSIS DATA-2 OBSERVATION + Best for physical, short-cycle jobs that aren’t automatically paced + Observable actions can be taped/recorded and analyzed later - Can’t observe mental work, or work with long job cycles - Observation erodes worker morale (They don’t trust me!) - Workers can slow down, restrict output, or show off (distortion) INTERVIEWS + Can gather info on mental activities + Builds personal relationships with workers – makes info exchange easier + Ambiguous situations/facts can be clarified – through further questioning + Can interview both the job incumbent as well as the supervisor - Workers may embellish the worth of their positions - Supervisors may not really know what the worker does in the job

  8. COLLECTING JOB ANALYSIS DATA-3 REVIEW OLD JOB DESCRIPTIONS + Provides a look back into the past (job) + A large part of the job probably hasn’t changed much + Helps us maintain continuity and consistency - Tendency to overlook the changes that have occurred in the job REVIEW SIMILAR DESCRIPTIONS FROM OTHER FIRMS + Can find new ways/phrases to describe the position + Uncovers new activities and tasks that could be assigned - Do these descriptions really “fit” our organization? - Tendency of many firms to simply copy other firms’ descriptions

  9. SPECIAL JOB ANALYSIS TECHNIQUES FUNCTIONAL JOB ANALYSIS (FJA) Describes jobs in terms of involvement with “people, data and things.” Assesses specific job outputs and tasks. Was the first attempt to build a universal job analysis instrument. Very similar to Dept of Labor Job Analysis Schedule POSITION ANALYSIS QUESTIONNAIRE (PAQ) McCormick’s standardized 194 item questionnaire organized into six sections: Information inputs, mental processes, work output, relationships, job context, and other characteristics. Measures what a worker does on the job (behavior)…not what they accomplish. PAQ has been widely used. MANAGEMENT POSITION DESCRIPTION QUESTIONNAIRE (MPDQ) Uses a checklist to analyze management positions. Also used to assess the training needs of individuals slated to move into management positions, to set compensation, and to assign management jobs to job families. TASK ANALYSIS INVENTORY ( http://www.andrews.edu/~schwab/janal-q1.html) (TAI) Generates a list of tasks performed on each job. Assesses importance, time spent, frequency, etc. Can be customized to the organization. Related to the NAM/NMTA system. Used by government and military. GUIDELINES-ORIENTED JOB ANALYSIS (GOJA) Tries to be sensitive to staffing law requirements. Uses a step-by-step procedure to document compliance with various legal requirements. Gathers information on 1) machines, tools, and equipment, 2) supervision, 3) contacts, 4) duties, 5) knowledge, skills, and abilities, 6) physical and other requirements, and 7) differentiating requirements. A logical extension of the Task Analysis Inventory. Also used to develop application forms and selection criteria. O*NET (http://online.onetcenter.org) (ONET) A searchable database with 33 specific knowledge areas, 10 basic skills, and 36 cross-functional skills reported for each position or title; has links to DOT and wage data by position. A useful current database. JOBDESCRIPTIONS.COM (http://www.jobdescriptions.com) Click on “examples” … then click “receptionist”

  10. Position Analysis Questionnaire (PAQ) What is it? Key sections: Information input Mental processes Work output Relationships with other persons Job context Other characteristics • A standardized job analysis questionnaire containing 194 questions about work behaviors, work conditions, and job characteristics that apply to a wide variety of jobs.

  11. TASK ANALYSIS QUESTIONAIRENAM/NTMA STANDARDS • JOB SUMMARY - In 50 words or less • WORK ACTIVITIES - Separate duties by example into categories • Daily/Repetitive activities • Periodic/Predictable activities • Irregular/Unpredictable activities • Sequential/Ordered activities • RESPONSIBILITIES and ACCOUNTABILITIES • DECISION AUTHORITY and DISCRETION • COORDINATED WORK and OUTSIDE CONTACTS • EQUIPMENT, TOOLS, and SOFTWARE USED • PHYSICAL DEMANDS and REQUIREMENTS • EMOTIONAL and MENTAL DEMANDS • ESSENTIAL JOB REQUIREMENTS (SKAs, education, licenses) • WORKING CONDITIONS and ENVIRONMENT • INDICATORS OF SUCCESS • HARDEST PART OF THE JOB

  12. JOB DESCRIPTION (NAM/NMTA Format) IDENTIFICATION SECTION Job Title (and number) Base Department Supervisor’s Title Job Status Normal Hours of Work Revision Date Analyzer JOB SUMMARY SECTION(SUMMARY DESCRIPTION) Short overview of major job responsibilities and objectives (50 words or less) RESPONSIBILITIES AND DUTIES SECTION (DUTIES BY EXAMPLE) Arrange under subheadings (eg, DAILY, PERIODIC, IRREGULAR) Arrange in descending order of importance within each subheading ACCOUNTABILITIES SECTION (ACCOUNTABILITIES) Equipment, Tools, or Software Used Supervision Received and Given Coordinating Relationships Expected Results

  13. JOB SPECIFICATION FACTORS SKILLS FORMAL EDUCATION EXPERIENCE COMMUNICATION SKILLS MATHEMATICAL SKILLS COMPUTER SKILLS REASONING ABILITY EFFORT PHYSICAL EFFORT DEXTERITY MENTAL CONCENTRATION RESPONSIBILITY SUPERVISION OF OTHERS CONFIDENTIALITY/INFORMATION PHYSICAL ASSETS CONTACTS WITH OTHERS WORKING CONDITIONS HAZARDS JOB CONDITIONS

  14. 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: • the job itself (through job analysis) and • its place in the units work flow (work flow analysis)

  15. Approaches to Job Design

  16. JOB DESIGN POSSIBILITIES (JOB SCOPE) (JOB DEPTH) VARIETYAUTONOMY JOB SPECIALIZATION LIMITED VERY LIMITED AUTOMATION LIMITED INCREASES JOB ENLARGEMENT INCREASES LIMITED JOB ROTATION INCREASES LIMITED JOB ENRICHMENT INCREASES INCREASES AUTONOMOUS TEAM INCREASES INCREASES

  17. Designing Efficient Jobs • Industrial Engineering / Specialization: study jobs to find the simplest way to structure work in order to maximize efficiency. • Reduces the complexity of work. • Allows almost anyone to be trained quickly and easily perform the job. • Used for highly specialized and repetitive jobs. • Automation: use robotics and computers to do the work that people have done in the past. • Computers/robots are more efficient…they don’t get tired or bored.

  18. Designing Jobs That Motivate(add some variety)

  19. Designing Jobs That Motivate (continued) Job Enrichment Self-Managing Work Teams Have authority for an entire work process or segment: schedule work hire team members resolve team performance problems perform other duties traditionally handled by management Team members motivated by autonomy, skill variety, and task identity. • Empowering workers by adding more decision-making authority to jobs. • Based on Hackman’s and Herzberg’s theories of motivation. • Individuals are motivated more by the intrinsic aspects of work.

  20. Designing Jobs That Motivate: THE JOB CHARACTERISTICS MODEL (Hackman) • Skill variety – the extent to which a job requires a variety of skills to carry out the tasks involved. • Task identity – the degree to which a job requires completing a “whole” piece of work from beginning to end. • Task significance – the extent to which the job has an important impact on the lives of other people. • Autonomy – the degree to which the job allows an individual to make decisions about the way work will be carried out. • Feedback - the extent to which a person receives clear information about performance effectiveness from the work itself.

  21. JOB CHARACTERISTICS MODELHACKMAN & OLDHAM (75) CORE JOB PSYCHOLOGICAL DIMENSIONSSTATE OF MIND SKILL VARIETY MEANINGFULNESS TASK IDENTITY =========== OF WORK TASK SIGNIFICANCE RESPONSIBILITY AUTONOMY ============== FOR OUTCOMES FEEDBACK =============== KNOWLEDGE OF RESULTS MODERATED BY INDIVIDUAL “GROWTH NEED” STRENGTH

  22. JOB ENRICHMENTHERZBERG (68) ACCOUNTABILITY HELD RESPONSIBLE FOR PERFORMANCE ACHIEVEMENT DOING SOMETHING WORTHWHILE (MEANINGFUL) FEEDBACK GETS DIRECT PERFORMANCE INFORMATION WORK PACE ABLE TO SET OWN WORK SPEED CONTROL OVER RESOURCES CONTROLS HOW TO DO THE JOB PERSONAL GROWTH & DEVELOPMENT OPPORTUNITY TO LEARN NEW SKILLS

  23. HERZBERG’S PRACTICALENRICHMENT PRINCIPLES REMOVE SOME CONTROLS WHILE RETAINING ACCOUNTABILITY INCREASE WORKER ACCOUNTABILITY FOR THEIR OWN WORK ASSIGN A COMPLETE NATURAL UNIT OF WORK GRANT ADDITIONAL AUTHORITY AND JOB FREEDOM FEEDBACK ALL PERFORMANCE DIRECTLY TO THE WORKER ASSIGN NEW, MORE DIFFICULT TASKS NOT DONE PREVIOUSLY ASSIGN SPECIFIC TASKS WHICH ALLOW EXPERTISE TO DEVELOP

  24. Characteristics of a Motivating Job

  25. Alternatives to the 8-to-5 Job

  26. The Impact of Flexible Work Schedules Compressed Workweek Flextime A scheduling policy in which full-time employees choose starting and ending times within guidelines specified by the firm. A work schedule that allows time for community and family interests can be extremely motivating. Can avoid commuting jams How to coordinate and supervise workers from 6:00a – 8:00p? • People work longer shifts each day, but work fewer days each week…4 day shifts of 10 hours per day • Workers get longer weekends…4 days on, 3 days off…improves morale • Firms save on utility and operating expenses • Workers can also tire more easily…make mistakes and have accidents

  27. More Flexible Work Schedules Job Sharing Telecommuting Doing work away from a centrally-located office. Advantages to employers include: Less need for office space Greater flexibility for workers Easiest to implement for managerial, professional, sales and IT jobs Difficult to set up for manufacturing workers • 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. • Workers are more efficient • Can health benefits be split?

  28. Designing Ergonomic Jobs • Ergonomics – the study of the interface between individuals’ physiology and the characteristics of the physical work environment. • The goal is to minimize physical strain on the worker by structuring the physical work environment around the way the human body works. • Redesigning work to make it more worker- friendly can lead to increased efficiencies.

  29. Even Office Work Can Tire You

  30. Volume of E-mail at Work

  31. 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.

  32. Designing Jobs That Meet Mental Capabilities and Limitations • Work is designed to reduce the information- processing requirements of the job. • Workers may be less likely to make mistakes or have accidents. • Too-simple jobs may be less motivating (boring) • Technology tools may be distracting employees from their primary task resulting in increased mistakes and accidents. • Reduce stressors and distractions on the job

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