Designing and Analyzing Jobs Dessler & Cole Human Resources Management in Canada Canadian Tenth Edition 4 Designing and Analyzing Jobs Copyright © 2008 Pearson Education Canada
Organizing Work: Organization Charts Copyright © 2008 Pearson Education Canada
Organizing Work: Bureaucratic Structure Copyright © 2008 Pearson Education Canada
Organizing Work: Flat Structure Copyright © 2008 Pearson Education Canada
Organizing Work: Boundaryless Structure Company A Company B Company C Copyright © 2008 Pearson Education Canada
Job Design Job Design Job Position process of organizing work into tasks required for a job Job group of related activities/duties for one or more employees Position collection of tasks/responsibilities performed by one person Copyright © 2008 Pearson Education Canada
Job Design Considerations Specialization and Industrial Engineering Considerations work simplification industrial engineering Behavioural Considerations job enlargement job rotation job enrichment team-based job designs Human Engineering Considerations ergonomics Copyright © 2008 Pearson Education Canada
Job Characteristics Model Core Job Characteristics Critical Psychological States Personal and Work Outcomes Skill Variety Task Identity Task Significance Experienced Meaningfulness of the Work Responsibility for Work Outcomes Knowledge of Results from Work Activities High Internal Work Motivation High-Quality Work Performance Low Turnover and Absenteeism Autonomy Feedback Strength of Relationships is Determined by Intensity of Employee Growth Need Copyright © 2008 Pearson Education Canada
The Nature of Job Analysis procedure for determining: tasks, duties and responsibilities of a job human attributes (knowledge, skills, abilities) required to perform a job Copyright © 2008 Pearson Education Canada
Uses of Job Analysis Information Copyright © 2008 Pearson Education Canada
Steps in Job Analysis Step 6: Develop Job Description/Job Specification Step 5: Review Analysis With Incumbent/Supervisor Step 4: Analyze The Jobs Step 3: Select Representative Positions/Jobs To Be Analyzed Step 2: Review Relevant Background Information Step 1: Identify What The Information Will Be Used For Copyright © 2008 Pearson Education Canada
Process Chart for Analyzing Job Work Flow Input from Plant Managers Input from Suppliers Job Under Study – Inventory Control Clerk Information Output to Plant Managers Inventory Output to Plant Managers Copyright © 2008 Pearson Education Canada
Methods of Collecting Job Analysis Information - Qualitative Interviews (individual, group, supervisory) Questionnaires Observation Participant Diary/Log Copyright © 2008 Pearson Education Canada
Methods of Collecting Job Analysis Information – Quantitative Position Analysis Questionnaire very structured job analysis questionnaire provides quantitative job score on six dimensions of job requirements: Information input Mental processes Work output (physical activities and tools) Relationships with others Job context (physical and social environment) Other job characteristics (pace and structure) Copyright © 2008 Pearson Education Canada
Methods of Collecting Job Analysis Information – Quantitative Functional Job Analysis responsibility for people, data, things identifies performance standards and training requirements for a job Copyright © 2008 Pearson Education Canada
Methods of Collecting Job Analysis Information – Quantitative National Occupational Classification (NOC) reference tool for writing job descriptions/specifications compiled by the federal government for 30,000 occupations, provides: standardized job descriptions job requirements Career Handbook counselling component Copyright © 2008 Pearson Education Canada
Writing Job Descriptions what jobholder actually does how the job is performed under what conditions the job is performed Copyright © 2008 Pearson Education Canada
Job Description Information job identification job summary responsibilities, duties and relationships authority performance standards working conditions (physical environment) Copyright © 2008 Pearson Education Canada
Writing Job Descriptions: Human Rights Issues job descriptions not legally required (but advisable) clearly identify essential job duties (must accommodate disabilities) knowledge, skills and abilities should be sole criteria for decisions regarding: selection promotions and transfers training Copyright © 2008 Pearson Education Canada
Writing Job Specifications Job requirements regarding: human traits experience skill effort working conditions Copyright © 2008 Pearson Education Canada
Writing Job Specifications: Human Rights Issues qualifications must be justifiable (not necessarily those of incumbent) unjustifiably high education/experience can create systemic discrimination actual physical/mental demands critical for entry-level jobs statistical analysis more defensible than judgmental approach Copyright © 2008 Pearson Education Canada
Job Analysis in the 21st Century: Reasons for More Flexible Jobs flatter organizations work teams boundaryless structures reengineering e-business Copyright © 2008 Pearson Education Canada
Job Analysis in the 21st Century: The Future of Job Descriptions most firms continue to: use job descriptions rely on traditionally defined jobs new structures built around broadly defined jobs Copyright © 2008 Pearson Education Canada
Copyright © 2008 Pearson Education Canada
Copyright © 2008 Pearson Education Canada
Copyright © 2008 Pearson Education Canada
Copyright © 2008 Pearson Education Canada
Copyright © 2008 Pearson Education Canada
Copyright © 2008 Pearson Education Canada
Copyright © 2008 Pearson Education Canada
Copyright © 2008 Pearson Education Canada
Copyright © 2008 Pearson Education Canada
Copyright © 2008 Pearson Education Canada
Copyright © 2008 Pearson Education Canada
Copyright © 2008 Pearson Education Canada
Copyright © 2008 Pearson Education Canada
Copyright © 2008 Pearson Education Canada
Copyright © 2008 Pearson Education Canada
Copyright © 2008 Pearson Education Canada