1. Job analysis and Job design
Chapter 4

2. Chapter outline Definitions of (job analysis ,job design)
Products of Job Analysis
Basic terminologies
common uses of data obtained from job analysis
Job analysis methods
Problems frequently associated with job analysis
Define job scope and job depth and explain their relationship to job design.
Types of alternative work schedule
What is contingent worker
What is O*Net

3. Definitions
Job analysis is the process of determining and reporting relevant information relating to the nature of a specific job. It is the determination of the asks that comprise the job and the skills, knowledge, abilities and responsibilities required of the holder for successful job performance
Job design: process of structuring work and assigning the specific work activities for individual or group of individual to achieve certain organization objectives.

4. Basic Human Resource Management Tool
Always the first step in deciding what kind of job that the organization need, is to know the followings :
The kind of job?
How the job should be done?
Job analysis and Job design determine these questions.
Both Job analysis and Job design are conducted by industrial engineering or entry level of HR specialist.

5. Basic Human Resource Management Tool (cont)
Job analysis and job design are directly linked to each other.
Most job analysis are performed on existing jobs that have a previously been designed.
All jobs can be redesigned as result of a recent job analysis
Job analysis serve the beginning point of many human resource function. Which means jobs must be analyzed before many of the other functions can be performed.
The end product of job analysis is a job description and job Specification.

6. Products of job analysis:
Job description – document providing information regarding tasks, duties, and responsibilities of job, should be a formal, written document, usually from one to three pages long.
Job specification – minimum qualifications to perform a particular job regarding Knowledge, Skill, Abilities & other characteristic.

7. Products of job analysis:
Tasks
Responsibilities
Duties
Job Descriptions
Job Analysis
Job Specifications
Knowledge
Skills
Abilities

8. Basic terminologies
Task: one or more element is performed whenever human effort physical or mental is exerted for a specific purpose . Duties: one or more task performing to carry out a job responsibility (So , Task is a subsets of duties) obligation to perform certain Task + Duties is Responsibility: duties when combined with responsibilities they form position when group of positions that are identical with respect to their major task and responsibilities from a Job A group of similar jobs forms Occupation See page 66 and the figure in 4.1 in page 67

9. common uses of data obtained from job analysis :
Several of most common uses of Job Analysis are:
Job definition: a job analysis result in a description of the duties and responsibilities of the job.
Job redesign: Job analysis often indicates when a job needs to be redesigned
Recruitment: process of seeking and attracting a group of people from which qualified candidates for job vacancies can be chosen

10. common uses of data obtained from job analysis :(Cont.)
Orientation: introduction of new employee to the organization work ,unit, and job. This cannot be accomplished without a clear understanding of the job requirement.
Training: learning process that involves the acquisition of skills, concepts, rules or attitudes to increase employees performance
Safety and Health – helps identify safety and health considerations
Selection and placement: process of choosing from those available the individual who most likely perform successfully in a job

11. common uses of data obtained from job analysis :(Cont.)
Compensation and Benefits – value of job must be known before dollar value can be placed on it
Performance appraisal –the objective is to evaluate an individual employees performance on a job
Career consulting Manager and HRS are in much better position to counsel employees about their careers when they have a complete understanding about the different jobs in organization.–

12. Job analysis methods 1-Observation 2-Interviews 3-Questionnaires
4-Functional job analysis

13. 1-Observation
This method of analyzing jobs that is pretty simple and straight forward.
It can be used independently or with other methods of job analysis.
(The person making the analysis) observes the individual or individuals performing the job and takes pertinent notes describing the work.
It Measures the individual performance which include this information:
(What was done ,How is was done ,How long it took, What the job environments look like, What equipment was used)

14. Observation Type of Observation Methods:
Motion study- Identifies the motions movement necessary for performing a job and then design the most efficient methods for putting those motions and movements together.
Time study- analysis of a job or task to determine the element of work required to be performed. The objective of this kind of study is to determine how long it should take an average person to perform the job or task in question.

15. 2- Interviews
It requires that the person conducting the job analysis interview the jobholder in the same job site
Interviews can be structured or unstructured
Unstructured have no definite checklist or planned design format. The format develops as the interview unfolds .
Structured interviews follow a predesigned format.
Advantage
that all pertinent aspect of the job is covered.
and make it easier to compare information obtained from different people holding the same job.
Disadvantage of the method is extremely time consuming.

16. 3- Questionnaire
Are typically 3 to 5 pages long and contain both objective and open-ended questions.
The questioner methods can obtain information from a large number of employees in a relatively short period of time
The questioners are used when a large input is needed and time and cost are limiting factors .
A major disadvantage
the possibility of either the respondent or the job analyst will misinterpret the information.
Can be time –consuming and expensive to develop.

17. 4- Functional Job Analysis
It is a method that is developed by the Employment and Training Administration of the Department of Labor.
It collects detailed task statement and then rates them according to function level or function orientation
(function level describes how an employee interacts with data, people , and things )
(function orientation describes the amount of time the employee spends on the tasks of each functional level .)

18. Its stand for (Occupational information Network) which is
What is O*Net p.72 (it is an important tool that the job analysis methods can utilize)
Its stand for (Occupational information Network) which is
a comprehensive free online database of employee attributes and job characteristics .
to help students, job seekers, businesses and workforce development professionals to understand today's world of work.
It provides definitions and concepts for describing employee attributes and workplace requirements.
Using comprehensive terms to describe knowledge ,skills ,abilities ,interests and content of work.

19. The Content Model Forming the Foundation of O*NET

20. Problems frequently associated with job analysis p.73
Top management support is missing .
Supervisor and jobholder don’t participate in the design of the job analysis procedure.
No training or motivation is provided for jobholder.
Employee are not allowed sufficient time to complete the analysis .
Job holder activities may be distorted.

21. Job scope and Job depth and their relationship to Job design p.75
Job Scope and Job Depth are both dimensions of job design
Job Scope: refers to the number and variety of task performed by the job holder.
Job Depth: refers to the freedom of jobholders to plan and organize their own work, at their own pace, and move around and communicate as desire.
A job can be high in job scope and low in job depth , or vice versa .

22. Some of the most commonly FWAs are:
Flexible work arrangement (FWAs) refers to Types of alternative work schedule p.76
FWAs allow employee to alter the time or the place when or where work is ,conducted on regular basis .
Some of the most commonly FWAs are:
Contingent workers
Condensed work week
Job sharing
Telecommuting
Flextime

23. Flextime: allows employees to choose cretin limits when they start and end their workday.
Telecommuting: the practices of working at home or while traveling and begin able to interacts with the office.
Job sharing: is the practices where by two or more part-time person perform a job that would normal be held by one full time person.
Condensed workweek: the number of hours worked per day is increased and the number of days in the workweek is decreased.

24. What is contingent worker
E. Contingent workers include the following:
Independent contractors and on call workers who are called to work only when needed.
Temporary or short time workers .
Part time and leased employees.