1. Human Resource Management Robert L. Mathis | John H. Jackson | Sean R. Valentine © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Workers, Jobs, and Job Analysis CHAPTER 4 14e

2. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Learning Objectives  Explain how the workforce is changing in unpredicted ways  Identify components of work flow analysis  Define job design and identify common approaches to job design

3. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Learning Objectives  Discuss how telework and work flexibility are linked to work-life balancing efforts  Describe job analysis and the stages in the process  List the components of job descriptions

4. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. The Workforce Profile  Labor force participation rate : Percentage of the population working or seeking work  Important elements  Age  Skill gaps  Work ready credentials  Generational differences  Part timers, self-employed, and multiple job holders

5. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Nature of Work and Jobs  Work : Effort directed toward producing or accomplishing results  Job : Grouping of tasks, duties, and responsibilities that constitutes the total work assignment for an employee  Workflow analysis : Study of the way work (inputs, activities, and outputs) moves through an organization

6. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Figure 4.4 - Workflow Analysis

7. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Job Design and Job Redesign  Job design : Organizing tasks, duties, responsibilities, and other elements into a productive unit of work  Influences performance  Affects job satisfaction  Impacts both physical and mental satisfaction  Job redesign : Changing an existing job so as to improve it

8. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Figure 4.5 - Some Characteristics of Jobs and People

9. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Types of Employees  Full-time employees  Part-time employees  Independent contractors  Temporary workers  Contingent workers : Not a full time employee, but a temporary or part-time worker for a specific period of time and type of work

10. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Person Job Fit  Matching characteristics of people with characteristics of jobs  Based on the fact that people will differ on what they consider good or bad job

11. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Approaches to Job Design Job Enlargement Broadening the scope of a job by expanding the number of different tasks to be performed Job Enrichment Increasing the depth of a job by adding responsibility for planning, organizing, controlling, or evaluating the job Job Rotation Process of shifting a person from job to job

12. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Characteristics of Jobs to Consider in Design Skill Variety Extent to which the work requires several activities for successful completion Task Identity Extent to which job includes a whole identifiable unit of work that is carried out from start to finish Task Significance Impact the job has on other people Autonomy Extent of individual freedom and discretion in the work and its scheduling Feedback Amount of information employees receive about how well or how poorly they have performed

13. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Figure 4.6 - Job Characteristics Model

14. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Special Types of Team Special-purpose team: Formed to address specific problems, improve work processes, and enhance the overall quality of products and services Self-directed team: Composed of individuals who are assigned a cluster of tasks, duties, and responsibilities to be accomplished Virtual team: Composed of individuals who are separated geographically but linked by communications technology

15. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Benefits of Work Teams Improved Productivity Increased Employee Involvement Greater Co-worker Trust Widespread Individual learning Greater Employee Use of Knowledge Diversity

16. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Telework Advantages  Less expenditure for employees  Saves commuting time  Improved productivity and the need for less work space  Helpful in reducing turnover Disadvantages  Possibility of working more hours  Lack of face-time  Perceived lack of control and physical monitoring  Income tax laws

17. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Work Schedule Alternatives

18. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Flexibility Scheduling  Relaxes the traditional time clock control of employees, while still covering workloads  Improves quality of an employee’s personal and family life  Work-life balance : Employer-sponsored programs designed to balance work and personal life  Improves recruiting and retention by attracting and keeping people who need the flexibility

19. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Job Analysis  Gathering and analyzing information about the content, context, and the human requirements of jobs  Purpose  Aids in HR planning, recruiting, and selection  Provides accurate information for equal employment opportunity matters  Is the basis for compensation, training, and employee performance appraisals

20. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Figure 4.9 - Job Analysis in Perspective 20

21. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Figure 4.10 - Typical Division of HR Responsibilities: Job Analysis 21

22. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Task-Based Job Analysis Distinct, identifiable work activity composed of motions Task Work segment composed of several tasks that are performed by an individual Duty Obligations to perform certain tasks and duties Responsibilities

23. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Competency-Based Job Analysis  Competencies : Individual capabilities that can be linked to enhanced performance by individuals or teams  Technical competencies  Behavioral competencies  Identifies competencies that drive employee performance  Influences individual and organizational behaviors

24. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Figure 4.11 - Stages in the Job Analysis Process

25. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Job Analysis Methods Work Sampling Employee Diary/ Log Work Sampling Employee Diary/ Log Observation Interviewing Job Analysis Questionnaire Managerial Job Analysis Questionnaire Job Analysis Questionnaire Managerial Job Analysis Questionnaire Questionnaire

26. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Figure 4.12 - Typical Areas Covered in a Job Analysis Questionnaire

27. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. O*Net  U.S. Department of Labor (DOL) resource that helps employers with job analysis  Contains data on more than 800 occupations, classified by industry  Task statements of importance, relevance, and frequency  Abilities, training, work experiences, and education  Interests, work values and styles, and job zones

28. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Behavioral Aspects of Job Analysis Focus on core duties and necessary knowledge, skills, and abilities Current Incumbent Emphasis Inflation of Jobs and Job Titles Employee Fears Managerial Straitjacket Employee Fears Managerial Straitjacket Employee and Managerial Anxieties

29. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Legal Aspects of Job Analysis Job Analysis and the Americans with Disabilities Act (ADA) Fair Labor Standards Act (FLSA) Job Analysis and Wage/Hour Regulations

30. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Job Analysis and the Americans with Disabilities Act (ADA)  Essential job functions - Fundamental duties of the job  Marginal job functions : Duties that are part of a job but are incidental or ancillary to the purpose and nature of the job  Considerations used in determining essential functions and marginal functions are:  Percentage of time spent on tasks  Frequency and importance of tasks done

31. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Job Description and Job Specifications Job Description Identification of the tasks, duties, and responsibilities of a job Job Specification Knowledge, skills, and abilities (KSAs) an individual needs to perform a job satisfactorily Performance Standards Indicators of what the job accomplishes and how performance is measured in key areas of the job description

32. © 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. Job Description Components Identification Job title and reporting relationships Department and location Date of analysis General Summary Job’s distinguishing responsibilities and components Essential Job Functions and Duties Job Specifications Knowledge, skills, and abilities Education and experience Physical requirement and working conditions