1. PowerPoint Presentation by Charlie Cook The University of West Alabama © 2008 Thomson/South-Western All rights reserved. CHAPTER 6 Jobs and Job Analysis Section 2 Staffing the Organization

2. © 2008 Thomson/South-Western. All rights reserved.6–2 Chapter Objectives ■Discuss workflow analysis and business process re- engineering as approaches to organizational work. ■Define job design and identify five design characteristics for jobs. ■Explain how work schedules and telework can change jobs and work. ■Describe job analysis and the stages and methods used in the process. ■Identify the behavioral and legal aspects of job analysis. ■List the components of job descriptions. After you have read this chapter, you should be able to:

3. © 2008 Thomson/South-Western. All rights reserved.6–3 Nature of Jobs and Work Dividing Work into JobsDividing Work into Jobs  Work  Effort directed toward producing or accomplishing results.  Job  A grouping of tasks, duties, and responsibilities that constitutes the total work assignment for an employee.

4. © 2008 Thomson/South-Western. All rights reserved.6–4 Influences Affecting Jobs, People, and Related HR Policies HR Activities Focusing on Jobs Job analysis Recruiting Training and development Performance management Health, safety, and security Employee relations Compensation Jobs Needed Nature of Work Organizational Values Customer Needs People Needed for Jobs Organizational Strategy

5. © 2008 Thomson/South-Western. All rights reserved.6–5 Workflow Analysis Workflow AnalysisWorkflow Analysis  A study of the way work (inputs, activities, and outputs) moves through an organization. Inputs People, materials, equipment Evaluation Activities Tasks and jobs Outputs Goods and services

6. © 2008 Thomson/South-Western. All rights reserved.6–6 FIGURE 6-1 Approaches to Dealing with Jobs

7. © 2008 Thomson/South-Western. All rights reserved.6–7 Business Process Re-Engineering Business Process Re-engineering (BPR)Business Process Re-engineering (BPR)  Measures for improving such activities as product development, customer service, and service delivery. Re-think Re-design Re-tool

8. © 2008 Thomson/South-Western. All rights reserved.6–8 Job Design/Re-Design Job DesignJob Design  Organizing tasks, duties, and responsibilities into a productive unit of work. Person/job FitPerson/job Fit  Matching characteristics of people with characteristics of jobs. Job Design Impacts PerformanceJob Satisfaction Physical and Mental Health

9. © 2008 Thomson/South-Western. All rights reserved.6–9 FIGURE 6-2 Possible “Levers” for Job Design

10. © 2008 Thomson/South-Western. All rights reserved.6–10 Classic Approaches to Job Design Job Enlargement Job Enrichment Job Rotation Job Design

11. © 2008 Thomson/South-Western. All rights reserved.6–11 FIGURE 6-3Job Characteristics Model

12. © 2008 Thomson/South-Western. All rights reserved.6–12 Using Teams in Jobs Types of Teams Special- Purpose Team Self-Directed Team Virtual Team

13. © 2008 Thomson/South-Western. All rights reserved.6–13 FIGURE 6-4Factors Affecting Virtual Team Success

14. © 2008 Thomson/South-Western. All rights reserved.6–14 Team Jobs AdvantagesDisadvantages Improved productivity Increased employee involvement More widespread employee learning Greater employee ownership of problems Requires employees to be “group oriented” Not appropriate for most work in organizations Can be overused Difficult to measure team performance Individual compensation interferes with team concept

15. © 2008 Thomson/South-Western. All rights reserved.6–15 Work Schedules Global Work Schedule Differences Work Schedule Alternatives Shift Work and Compressed Workweek Job Sharing Flexible Scheduling Work Schedules

16. © 2008 Thomson/South-Western. All rights reserved.6–16 Telework TelecommutingTelecommuting  The process of going to work via electronic computing and telecommunications equipment. Effects of Alternative Work ArrangementsEffects of Alternative Work Arrangements  More self-scheduling by employees  A shift to evaluating employees on results  Greater trust, less control and direct supervision  Legal issues related to state and federal laws  Career impacts of lack of direct contact (visibility)

17. © 2008 Thomson/South-Western. All rights reserved.6–17 FIGURE 6-5Growth of Telecommuting *Estimated. Source: Gartner Dataquest.

18. © 2008 Thomson/South-Western. All rights reserved.6–18 The Nature of Job Analysis Job AnalysisJob Analysis  A systematic way of gathering and analyzing information about the content, context, and the human requirements of jobs.  Work activities and behaviors  Interactions with others  Performance standards  Financial and budgeting impact  Machines and equipment used  Working conditions  Supervision given and received  Knowledge, skills, and abilities needed

19. © 2008 Thomson/South-Western. All rights reserved.6–19 FIGURE 6-6 Approaches to Dealing with Jobs

20. © 2008 Thomson/South-Western. All rights reserved.6–20 Task-Based Job Analysis Task Duty Responsibility

21. © 2008 Thomson/South-Western. All rights reserved.6–21 Competency-Based Job Analysis CompetenciesCompetencies  Individual capabilities that can be linked to enhanced performance by individuals or teams.  Technical competencies  Behavioral competencies Reasons for using a competency approach:Reasons for using a competency approach:  To communicate valued behaviors within the organization  To raise competency levels throughout the organization  To emphasize people’s capabilities for enhancing the competitive advantage of the organization

22. © 2008 Thomson/South-Western. All rights reserved.6–22 FIGURE 6-7Typical Division of HR Responsibilities: Job Analysis

23. © 2008 Thomson/South-Western. All rights reserved.6–23 FIGURE 6-8 Stages in the Job Analysis Process

24. © 2008 Thomson/South-Western. All rights reserved.6–24 Job Analysis Methods Observation Work Sampling Employee Diary/Log Interviewing Standardized Interviews Panel Interviews Computerized Systems Questionnaires PAQ, MPDQ

25. © 2008 Thomson/South-Western. All rights reserved.6–25 FIGURE 6-9 Typical Areas Covered in a Job Analysis Questionnaire

26. © 2008 Thomson/South-Western. All rights reserved.6–26 Job Analysis and the U.S. Department of Labor Organizational Goals Work Required to Achieve Goals Level and Orientation of Work Training Content Performance Standards Functional Job Analysis (People, Data, Things)

27. © 2008 Thomson/South-Western. All rights reserved.6–27 Behavioral Aspects of Job Analysis “Inflation” of Jobs and Titles Employee and Managerial Anxieties Current Incumbent Emphasis

28. © 2008 Thomson/South-Western. All rights reserved.6–28 Legal Aspects of Job Analysis Job Analysis and the Americans with Disabilities Act (ADA)Job Analysis and the Americans with Disabilities Act (ADA)  Essential job functions—fundamental duties of the job that are performed regularly, require significant amounts of time, cannot be easily assigned to another employee, and are necessary to accomplish the job.  Marginal job functions—duties that are part of the job but are incidental or ancillary to the purpose and nature of the job.

29. © 2008 Thomson/South-Western. All rights reserved.6–29 FIGURE 6-10Determining Essential and Marginal Job Functions

30. © 2008 Thomson/South-Western. All rights reserved.6–30 Job Analysis and Wage/Hour Regulations Fair Labor Standards ActFair Labor Standards Act  To qualify for an exemption from the overtime provisions of the act:  Exempt employees can spend no more than 20% of their time on manual, routine, or clerical duties.  Exempt employees must spend at least 50% of their time performing their primary duties as executive, administrative, or professional employees.

31. © 2008 Thomson/South-Western. All rights reserved.6–31 Job Descriptions and Job Specifications Job DescriptionJob Description  Identification of the tasks, duties, and responsibilities of a job Performance StandardsPerformance Standards  Indicators of what the job accomplishes and how performance is measured in key areas of the job description. Job SpecificationJob Specification  The knowledge, skills, and abilities (KSAs) an individual needs to perform a job satisfactorily.

32. © 2008 Thomson/South-Western. All rights reserved.6–32 FIGURE 6-11 Sample Job Description

33. © 2008 Thomson/South-Western. All rights reserved.6–33 Job Description Components IdentificationIdentification  Job title  Reporting relationships  Department  Location  Date of analysis General SummaryGeneral Summary  Describes the job’s distinguishing responsibilities and components Essential Functions and DutiesEssential Functions and Duties  Lists major tasks, duties and responsibilities Job SpecificationsJob Specifications  Knowledge, skills, and abilities  Education and experience  Physical requirements DisclaimerDisclaimer  Of implied contract Signature of approvalsSignature of approvals