1. The Analysis and Design of Work
Principles of Human Resource Management
16 e
Bohlander | Snell

2. Chapter Objectives After studying this chapter, you should be able to
LEARNING OUTCOME 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.
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 2
LEARNING OUTCOME 3
LEARNING OUTCOME 4
LEARNING OUTCOME 5
LEARNING OUTCOME 6
LEARNING OUTCOME 7

3. 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 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.

4. Job Description Job Specification Job Requirements
Statement of the tasks, duties, and responsibilities (TDRs) of a job to be performed
Job 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.

5. HRM Functions Affected by a Job Analysis

7. Methods Used to Collect Job Analysis Data
Five of the more popular methods are
The functional job analysis
The Position Analysis questionnaire system
The critical incident method
A task inventory analysis
A competency-based job analysis.

8. Key Elements of a Job Description
Job Title
Indicates job duties and organizational level
Job Identification
Distinguishes job from all other jobs
Essential Functions (Job Duties)
Indicate responsibilities entailed and results to be accomplished
Job Specifications
Skills required to perform the job and physical demands of the job

11. Highlights in HRM

12. Problems with Job Descriptions
If they are poorly written, using vague rather than specific terms, they provide little guidance to the jobholder.
They are sometimes not updated as job duties or specifications change.
They may violate the law by containing specifications not related to job success.
They can limit the scope of activities of the jobholder, reducing an organization’s flexibility.

13. Industrial Engineering
Job Design
Industrial Engineering
A field of study concerned with analyzing work methods and establishing time standards
Job Design
An outgrowth of job analysis that improves jobs through technological and human considerations in order to enhance organization efficiency and employee job satisfaction
Ergonomics
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.

14. Basis of Job Design

15. Job Characteristics Model: Designing Jobs to Motivate Employees
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

16. Enlargement, Rotation, & Enrichment
Job enlargement
The process of adding a greater variety of tasks to a job.
Job rotation
a process whereby employees rotate in and out of different jobs.
Job enrichment
Enhancing a job by adding more meaningful tasks and duties to make the work more rewarding or satisfying

17. Empowerment, Crafting, & Engagement
Employee Empowerment
Granting employees power to initiate change, thereby encouraging them to take charge of what they do
Job Crafting
A naturally occurring phenomenon whereby employees mold their tasks to fit their individual strengths, passions, and motives better
Employee Engagement
A situation in which workers are enthusiastic and immersed in their work to the degree that it improves the performance of their companies

18. Designing Work for Group/Team Contributions
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

19. Synergistic Team Characteristics

20. Forms of Employee Teams

21. Characteristics of Successful Teams
A commitment to shared goals and objectives
Motivated and energetic team members
Open and honest communication
Shared leadership
Clear role assignments
A climate of cooperation, collaboration, trust, and accountability
The recognition of conflict and its positive resolution

22. Benefits of Employee Teams
Increased integration of individual skills
Better performance (quality and quantity) solutions to unique and complex problems
Reduced delivery time
Reduced turnover and absenteeism
Accomplishments among team members

23. Flexible Work Schedules
Flextime
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 Workweek
Shortening the number of days in the workweek by lengthening the number of hours worked per day.
Job Sharing
The arrangement whereby two part-time employees perform a job that otherwise would be held by one full-time employee.
Telecommuting
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.

24. Keys for Successful Telecommuting

25. Key Terms
job description
job design
job enlargement
job enrichment
job rotation
job specification
position analysis questionnaire (PAQ)
task inventory analysis
telecommuting
virtual team
critical incident method
dejobbing
employee empowerment
employee teams
ergonomics
flextime
industrial engineering
job
job analysis
job characteristics model
job crafting

26. Chapter 4 - Learning Outcomes
Learning Outcome Statements
Related 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?