© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Job Analysis and Job Design 1–1 The Challenges of Human Resources Management

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2 of 26 Chapter Objectives Chapter Objectives After studying this chapter, you should be able to 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 1 LEARNING OUTCOME 2 LEARNING OUTCOME 3 LEARNING OUTCOME 4 LEARNING OUTCOME 5 LEARNING OUTCOME 6 LEARNING OUTCOME 7

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 3 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 3 of 26 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 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.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. 1–3

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 4 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 4 of 26 Job Requirements Job DescriptionJob Description  Statement of the tasks, duties, and responsibilities (TDRs) of a job to be performed Job SpecificationJob 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.

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5 of 26 HRM Functions Affected by a Job Analysis

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 6 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 6 of 26

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7 of 26 Methods Used to Collect Job Analysis Data Five of the more popular methods areFive of the more popular methods are 1. The functional job analysis 2. The Position Analysis questionnaire system 3. The critical incident method 4. A task inventory analysis 5. A competency-based job analysis.

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 8 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 8 of 26 Key Elements of a Job Description Job TitleJob Title  Indicates job duties and organizational level Job IdentificationJob Identification  Distinguishes job from all other jobs Essential Functions (Job Duties)Essential Functions (Job Duties)  Indicate responsibilities entailed and results to be accomplished Job SpecificationsJob Specifications  Skills required to perform the job and physical demands of the job

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 9 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 9 of 26

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 10 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 10 of 26

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 11 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 11 of 26 Highlights in HRM

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 12 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 12 of 26 Problems with Job Descriptions 1.If they are poorly written, using vague rather than specific terms, they provide little guidance to the jobholder. 2.They are sometimes not updated as job duties or specifications change. 3.They may violate the law by containing specifications not related to job success. 4.They can limit the scope of activities of the jobholder, reducing an organization’s flexibility.

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 13 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 13 of 26 Job Design Industrial EngineeringIndustrial Engineering  A field of study concerned with analyzing work methods and establishing time standards Job DesignJob Design  An outgrowth of job analysis that improves jobs through technological and human considerations in order to enhance organization efficiency and employee job satisfaction ErgonomicsErgonomics  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.

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 14 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 14 of 26 Basis of Job Design

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 15 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 15 of 26 Job Characteristics Model: Designing Jobs to Motivate Employees Job Characteristics  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

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 16 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 16 of 26 Enlargement, Rotation, & Enrichment Job enlargementJob enlargement  The process of adding a greater variety of tasks to a job. Job rotationJob rotation  a process whereby employees rotate in and out of different jobs. Job enrichmentJob enrichment  Enhancing a job by adding more meaningful tasks and duties to make the work more rewarding or satisfying

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 17 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 17 of 26 Empowerment, Crafting, & Engagement Employee EmpowermentEmployee Empowerment  Granting employees power to initiate change, thereby encouraging them to take charge of what they do Job CraftingJob Crafting  A naturally occurring phenomenon whereby employees mold their tasks to fit their individual strengths, passions, and motives better Employee EngagementEmployee Engagement  A situation in which workers are enthusiastic and immersed in their work to the degree that it improves the performance of their companies

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 18 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 18 of 26 Designing Work for Group/Team Contributions Employee Involvement Groups (EIs)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

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 19 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 19 of 26 Synergistic Team Characteristics

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 20 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 20 of 26 Forms of Employee Teams

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 21 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 21 of 26 Characteristics of Successful Teams A commitment to shared goals and objectivesA commitment to shared goals and objectives Motivated and energetic team membersMotivated and energetic team members Open and honest communicationOpen and honest communication Shared leadershipShared leadership Clear role assignmentsClear role assignments A climate of cooperation, collaboration, trust, and accountabilityA climate of cooperation, collaboration, trust, and accountability The recognition of conflict and its positive resolutionThe recognition of conflict and its positive resolution

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 22 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 22 of 26 Benefits of Employee Teams Increased integration of individual skillsIncreased integration of individual skills Better performance (quality and quantity) solutions to unique and complex problemsBetter performance (quality and quantity) solutions to unique and complex problems Reduced delivery timeReduced delivery time Reduced turnover and absenteeismReduced turnover and absenteeism Accomplishments among team membersAccomplishments among team members

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 23 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 23 of 26 Flexible Work Schedules FlextimeFlextime  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 WorkweekCompressed Workweek  Shortening the number of days in the workweek by lengthening the number of hours worked per day. Job SharingJob Sharing  The arrangement whereby two part-time employees perform a job that otherwise would be held by one full-time employee. TelecommutingTelecommuting  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.

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 24 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 24 of 26 Keys for Successful Telecommuting

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 25 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 25 of 26 Key Terms critical incident method dejobbing employee empowerment employee teams ergonomics flextime industrial engineering job job analysis job characteristics model job crafting job description job design job enlargement job enrichment job rotation job specification position analysis questionnaire (PAQ) task inventory analysis telecommuting virtual team

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 26 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 26 of 26 Chapter 4 - Learning Outcomes Learning Outcome StatementsRelated 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?