The Analysis and Design of Work Principles of Human Resource Management 16 e Bohlander | Snell

Chapter Objectives After studying this chapter, you should be able to LEARNING OUTCOME 1 Explain what a job analysis is, the parts that comprise it and how the information it generates is used in conjunction with a firm’s HRM functions. Explain how the data for a job analysis typically is collected. Identify and explain the various sections of job descriptions. Provide examples illustrating the various factors that must be taken into account when designing a job. Discuss the various job characteristics that motivate employees. Describe the different group techniques used to broaden a firm’s job functions and maximize the contributions of employees. Identify the different types of work schedules organizations are using today to motivate their employees. LEARNING OUTCOME 2 LEARNING OUTCOME 3 LEARNING OUTCOME 4 LEARNING OUTCOME 5 LEARNING OUTCOME 6 LEARNING OUTCOME 7

What is Job Analysis A job analysis is the systematic process of collecting information about all of the parameters of a job—its basic responsibilities, the behaviors, skills, and the physical and mental requirements of the people who do it. A job analysis should also outline the tools needed to do the job, the environment and times at which it needs to done, with whom it needs to be done, and the outcome or performance level it should produce.

Job Description Job Specification Job Requirements Statement of the tasks, duties, and responsibilities (TDRs) of a job to be performed Job Specification Statement of the needed knowledge, skills, and abilities (KSAs) of the person who is to perform the job Since Griggs v Duke Power and the Civil Rights Act of 1991, job specifications used in selection must relate specifically to the duties of the job.

HRM Functions Affected by a Job Analysis

Methods Used to Collect Job Analysis Data Five of the more popular methods are The functional job analysis The Position Analysis questionnaire system The critical incident method A task inventory analysis A competency-based job analysis.

Key Elements of a Job Description Job Title Indicates job duties and organizational level Job Identification Distinguishes job from all other jobs Essential Functions (Job Duties) Indicate responsibilities entailed and results to be accomplished Job Specifications Skills required to perform the job and physical demands of the job

Highlights in HRM

Problems with Job Descriptions If they are poorly written, using vague rather than specific terms, they provide little guidance to the jobholder. They are sometimes not updated as job duties or specifications change. They may violate the law by containing specifications not related to job success. They can limit the scope of activities of the jobholder, reducing an organization’s flexibility.

Industrial Engineering Job Design Industrial Engineering A field of study concerned with analyzing work methods and establishing time standards Job Design An outgrowth of job analysis that improves jobs through technological and human considerations in order to enhance organization efficiency and employee job satisfaction Ergonomics The process of studying and designing equipment and systems that are easy and efficient for people to use and that ensure their physical well-being.

Basis of Job Design

Job Characteristics Model: Designing Jobs to Motivate Employees Skill variety Task identity Task significance Autonomy Feedback Psychological States Meaningfulness of the work performed Responsibility for work outcomes Knowledge of the results of the work performed. Job Outcomes Improved work performance Increased Internal motivation Lower absenteeism and turnover

Enlargement, Rotation, & Enrichment Job enlargement The process of adding a greater variety of tasks to a job. Job rotation a process whereby employees rotate in and out of different jobs. Job enrichment Enhancing a job by adding more meaningful tasks and duties to make the work more rewarding or satisfying

Empowerment, Crafting, & Engagement Employee Empowerment Granting employees power to initiate change, thereby encouraging them to take charge of what they do Job Crafting A naturally occurring phenomenon whereby employees mold their tasks to fit their individual strengths, passions, and motives better Employee Engagement A situation in which workers are enthusiastic and immersed in their work to the degree that it improves the performance of their companies

Designing Work for Group/Team Contributions Employee Involvement Groups (EIs) Groups of employees who meet to resolve problems or offer suggestions for organizational improvement Also known as quality circles (QCs) Success with EIs requires: Comprehensive training for group members Recognition of the group’s contributions Continuing input and encouragement by management Use of a participative/democratic leadership style

Synergistic Team Characteristics

Forms of Employee Teams

Characteristics of Successful Teams A commitment to shared goals and objectives Motivated and energetic team members Open and honest communication Shared leadership Clear role assignments A climate of cooperation, collaboration, trust, and accountability The recognition of conflict and its positive resolution

Benefits of Employee Teams Increased integration of individual skills Better performance (quality and quantity) solutions to unique and complex problems Reduced delivery time Reduced turnover and absenteeism Accomplishments among team members

Flexible Work Schedules Flextime Working hours that permit employees the option of choosing daily starting and quitting times, provided that they work a set number of hours per day or week. Compressed Workweek Shortening the number of days in the workweek by lengthening the number of hours worked per day. Job Sharing The arrangement whereby two part-time employees perform a job that otherwise would be held by one full-time employee. Telecommuting The use of personal computers, networks, and other communications technology such as fax machines to do work in the home that is traditionally done in the workplace.

Keys for Successful Telecommuting

Key Terms job description job design job enlargement job enrichment job rotation job specification position analysis questionnaire (PAQ) task inventory analysis telecommuting virtual team critical incident method dejobbing employee empowerment employee teams ergonomics flextime industrial engineering job job analysis job characteristics model job crafting

Chapter 4 - Learning Outcomes Learning Outcome Statements Related Outcomes from Body of the Text 1 Explain what a job analysis is, the parts that comprise it and how the information it generates is used in conjunction with a firm’s HRM functions. Are there any HR functions that are not affected by the job analysis process? If so, what are they? 2 Explain how the data for a job analysis typically is collected. Answer the questions in Highlights in HRM 1 based on the job you currently hold or most recently held. Do the answers give you enough information to create a job analysis? 3 Identify and explain the various sections of job descriptions. Using your answers to the questions asked in Highlights in HRM 1, write a job description for your job or the job you most recently held. Are there elements of the job that are not reflected in the job description? 4 Provide examples illustrating the various factors that must be taken into account when designing a job. Explain how industrial engineering and ergonomics can both clash with and complement each other in the design of jobs. 5 Discuss the various job characteristics that motivate employees. Can a firm’s managers control the process of job crafting? What challenges does it present for them? 6 Describe the different group techniques used to broaden a firm’s job functions and maximize the contributions of employees. Describe the types of teams you have worked in. Were some more successful than others? If so, why? How might what you have learned from being a team member be applied in an HR context? 7 Identify the different types of work schedules organizations are using today to motivate their employees. Name some of the jobs people do at your school. Which of the jobs do you think could effectively incorporate flexible work schedules? Which could not?