Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-1 Human Resource Management Chapter Four Job Design and Job Analysis

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-2 Job Design Determining job tasks and responsibilities employees are expected to perform Key issues to consider: Which tasks should be emphasized How simple or complex are these tasks How many tasks can employees perform How much flexibility is given to employees

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-3 Why Perform Job Design Each job is unique and adds value in different ways How employees will perform their jobs will affect employees’ contributions Determine if design approach will be oriented toward achieving employee efficiency or employee motivation

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-4 Efficiency Approach Scientific management pioneered by Frederick Taylor in 1911 sought to maximize efficiency Emphasized standardization of production processes Time and motion studies were conducted Job specialization focused on breaking jobs down into core elements Repetition increased skill and speed

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-5 Efficiency Approach (cont’d) Job simplification removed decision-making authority from employees and placed it with a supervisor Training requirements were reduced Lack of complexity and variety in jobs led to boredom, fatigue, and diminished satisfaction

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-6 Motivational Approach Maximized employee’s drive to work as hard as possible Focused on making jobs more interesting, challenging and complex

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-7 Improving Motivation and Satisfaction Changing job tasks—modifying job to make it less boring and more satisfying: Job enlargement—assigning additional tasks, increasing volume or variety Job rotation—moving workers from one job to another in a systematic manner (also a training tool) Job enrichment—increasing level of responsibility or control over tasks of a job Empowerment—employees have input and authority over how they work and participate in decisions Teams; Groups who work collaboratively toward a common goal

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-8 Job Analysis Definition of Job Analysis: systematically identifying tasks, duties and responsibilities expected to be performed in a job as well as competencies to be successful Job descriptions—written summaries of the specific tasks Job specifications—competencies required by a jobholder to be able to perform the job successfully

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-9 Types of Information Collected Work activities Human behaviors Human requirements Job context Machines, tools, equipment, and work aids Performance standards Information Collected Via Job Analysis

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-10 Use of Job Analysis Information Recruitment and Selection Compensation Labour Law Discovering Unassigned Duties, Job Description Performance Appraisal Training Use of Job Analysis

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-11 Methods of Collecting Job Analysis Information: The Interview Information Sources Individual employees Groups of employees Supervisors with knowledge of the job Advantages Quick, direct way to find overlooked information Disadvantages Distorted information Interview Formats Structured (Checklist) Unstructured

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-12 Methods of Collecting Job Analysis Information: Questionnaires Information Source Have employees fill out questionnaires to describe their job-related duties and responsibilities Questionnaire Formats Structured checklists Open-ended questions Advantages Quick and efficient way to gather information from large numbers of employees Disadvantages Expense and time consumed in preparing and testing the questionnaire

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-13 Methods of Collecting Job Analysis Information: Observation Information Source Observing and noting the physical activities of employees as they go about their jobs Advantages Provides first-hand information Reduces distortion of information Disadvantages Time consuming Difficulty in capturing entire job cycle Of little use if job involves a high level of mental activity

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-14 Methods of Collecting Job Analysis Information: Participant Diary/Logs Information Source Workers keep a chronological diary/ log of what they do and the time spent on each activity Advantages Produces a more complete picture of the job Employee participation Disadvantages Distortion of information Depends upon employees to accurately recall their activities

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-15 Job Descriptions A written summary of specific tasks, responsibilities and working conditions of a job Includes the following: Job title Job identification specifying important aspects of job Essential duties and responsibilities Job specifications—the competencies that are required (knowledge, skills, abilities)

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-16 Writing Job Descriptions Job Identification Job Summary Responsibilities and Duties Authority of the Incumbent Standards of Performance Working Conditions Job Specifications Sections of a Typical Job Description

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-17 The Job Description Job Identification Job title Preparation date Preparer Job Summary General nature of the job Major functions/activities Relationships Reports to: Supervises: Works with: Outside the company: Responsibilities and Duties Major responsibilities and duties (essential functions) Decision-making authority Direct supervision Budgetary limitations Standards of Performance and Working Conditions What it takes to do the job successfully

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-18 Strategy and Job Design Drives how managers structure jobs to be performed May be based on teamwork in companies focused on creativity and innovation May be structured to maximize efficiencies in companies that compete on costs

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-19 Company Characteristics and Job Design Smaller companies: Have a more fluid, open-ended approach to job design Need employees to perform multiple tasks and wider array of tasks Larger companies: Have more bureaucracy and specialization Need more rules and regulations on how work is done

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-20 Employee Impact Employee stress may result from unclearly defined roles Role overload—too many expectations or demands placed on employees Role underload—having too few expectations or demands Role ambiguity—uncertainty about daily tasks expected and how to perform them Role Conflict—tension caused by incompatible or contradictory demands

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-21 Flexible Work Arrangements Flextime—employees choose starting and/or ending time Compressed workweek—reduce number of days worked (four 10-hour days) Job sharing—two employees work part time to complete a single job responsibilities May be effective in attracting and retaining workers and facilitate work/family balance

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-22 Other Impacts on Job Design Availability of skills sets in the labor market Aging of the workforce and supply of workers Availability of technology (Internet, , videoconferencing) and trend toward virtual teams Globalization with employees in multiple countries Diversity and cross-cultural issues

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-23 Job Design and Stress Survey of most stressful jobs found paramedics, teachers and social workers had most stress 40% of employees claim jobs are “extremely stressful” Reasons included heavy workload, infrequent breaks, long hours, routine work with little meaning or uncertain expectations, lack of control

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-24 How to Change an Organization to Prevent Job Stress

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-25 Physical Conditions of Job Design Eliminate the following unpleasant conditions: Extreme hot or cold temperatures Lack of privacy Extensive noise Tasks with extended physically exertion

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-26 Solutions to Address Job Stress Ergonomics—design of tasks, jobs, environments to make them compatible with needs, abilities and limitations of people Job rotation—employees alternate between tasks that require high and low physical exertion

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-27 Job Design and Employee Safety OSHA oversees guidelines for employee safety and health Guidelines for job design include: Exposure to hazardous chemicals Regulations for machine operators Requirements for protective equipment Standards for working surfaces and environments