1. Chapter Three Designing and Analyzing Jobs © 2007 Pearson Education Canada 3-1 Dessler, Cole, Goodman, and Sutherland In-Class Edition Management of Human Resources Second Canadian Edition

2. © 2007 Pearson Education Canada 3-2 Organizing Work

3. © 2007 Pearson Education Canada 3-3 Organizing Work

4. © 2007 Pearson Education Canada 3-4 Organizing Work

5. © 2007 Pearson Education Canada 3-5 Organizing Work Company A Company CCompany B Boundaryless Structure

6. © 2007 Pearson Education Canada 3-6 Job Design –process of organizing work into tasks required for a job Job –group of related activities/duties for one or more employees Position –collection of tasks/responsibilities performed by one person Job Design –process of organizing work into tasks required for a job Job –group of related activities/duties for one or more employees Position –collection of tasks/responsibilities performed by one person

7. © 2007 Pearson Education Canada 3-7 Job Design Specialization And Industrial Engineering Considerations –work simplification –industrial engineering Specialization And Industrial Engineering Considerations –work simplification –industrial engineering Behavioural Considerations –job enlargement –job rotation –job enrichment Behavioural Considerations –job enlargement –job rotation –job enrichment

8. © 2007 Pearson Education Canada 3-8 Job Design Team-Based Job Designs –team-based job designs –team Team-Based Job Designs –team-based job designs –team Human Engineering Considerations –ergonomics Human Engineering Considerations –ergonomics

9. © 2007 Pearson Education Canada 3-9 Job Characteristics Model Experienced Meaningfulness of the Work Experienced Responsibility for Work Outcomes Knowledge of Results from Work Activities High Internal Work Motivation High-Quality Work Performance Low Turnover and Absenteeism Skill Variety Task Identity Task Significance Autonomy Feedback Core Job Characteristics Critical Psychological States Personal and Work Outcomes Strength of Relationships is Determined by Intensity of Employee Growth Need

10. © 2007 Pearson Education Canada 3-10 The Nature of Job Analysis Job Analysis –procedure for determining: tasks - what is done on the job behaviours – how the job is done environment – under what conditions knowledge, skills & abilities (KSAs) – required to do the job Job Analysis –procedure for determining: tasks - what is done on the job behaviours – how the job is done environment – under what conditions knowledge, skills & abilities (KSAs) – required to do the job

11. © 2007 Pearson Education Canada 3-11 The Nature of Job Analysis

12. © 2007 Pearson Education Canada 3-12 The Nature of Job Analysis Step 3: Select Representative Positions/Jobs To Be Analyzed Step 2: Review Relevant Background Information Step 1: Identify What The Information Will Be Used For Step 4: Analyze The Jobs Step 5: Review Analysis With Incumbent/Supervisor Step 6: Develop Job Description/Job Specification

13. © 2007 Pearson Education Canada 3-13 The Nature of Job Analysis Input from Plant Managers Information Output to Plant Managers Job Under Study— Inventory Control Clerk Inventory Output to Plant Managers Input from Suppliers Process Chart for Analyzing Job’s Work Flow

14. © 2007 Pearson Education Canada 3-14 Methods of Collecting Job Analysis Information Observation Interviews (individual, group, supervisory) Questionnaires Participant Diary/Log

15. © 2007 Pearson Education Canada 3-15 Methods of Collecting Job Analysis Information –very structured job analysis questionnaire –provides quantitative job score on five dimensions of job requirements: 1.Decision making/communication/social 2.Skills 3.Physical activity 4.Operating vehicles/equipment 5.Processing information –very structured job analysis questionnaire –provides quantitative job score on five dimensions of job requirements: 1.Decision making/communication/social 2.Skills 3.Physical activity 4.Operating vehicles/equipment 5.Processing information Position Analysis Questionnaire

16. © 2007 Pearson Education Canada 3-16 Methods of Collecting Job Analysis Information –responsibility for people, data, things –instructions, reasoning and judgment required –mathematical ability requirements –verbal/language facility required –responsibility for people, data, things –instructions, reasoning and judgment required –mathematical ability requirements –verbal/language facility required Functional Job Analysis

17. © 2007 Pearson Education Canada 3-17 Methods of Collecting Job Analysis Information –reference tool for writing job descriptions/ specifications –compiled by the federal government –contains 25,000 occupations, providing: standardized job descriptions job requirements –Career Handbook counselling component –reference tool for writing job descriptions/ specifications –compiled by the federal government –contains 25,000 occupations, providing: standardized job descriptions job requirements –Career Handbook counselling component National Occupational Classification (NOC)

18. © 2007 Pearson Education Canada 3-18 Writing Job Descriptions Job Descriptions –what job-holder actually does –how the job is performed –under what conditions the job is performed Job Descriptions –what job-holder actually does –how the job is performed –under what conditions the job is performed

19. © 2007 Pearson Education Canada 3-19 Writing Job Descriptions –job identification –job summary –relationships –responsibilities, duties –authority –performance standards –working conditions (physical environment) –job identification –job summary –relationships –responsibilities, duties –authority –performance standards –working conditions (physical environment) Job Description Information

20. © 2007 Pearson Education Canada 3-20 Job Description Guidelines Be specific Be clear Indicate scope of authority Be brief Recheck

21. © 2007 Pearson Education Canada 3-21 Writing Job Descriptions –job descriptions not legally required (but advisable) –clearly identify essential job duties –knowledge, skills and abilities should be sole criteria for decisions regarding: transfers promotions training employment –job descriptions not legally required (but advisable) –clearly identify essential job duties –knowledge, skills and abilities should be sole criteria for decisions regarding: transfers promotions training employment Human Rights Issues

22. © 2007 Pearson Education Canada 3-22 Writing Job Specifications Job requirements that examine the required: –human traits –experience –skill –effort –working conditions Job requirements that examine the required: –human traits –experience –skill –effort –working conditions

23. © 2007 Pearson Education Canada 3-23 Writing Job Specifications –qualifications must be justifiable (not necessarily those of incumbent) –unjustifiably high education/experience can create systemic discrimination –actual physical/mental demands critical for entry-level jobs –statistical analysis more defensible than judgmental approach –qualifications must be justifiable (not necessarily those of incumbent) –unjustifiably high education/experience can create systemic discrimination –actual physical/mental demands critical for entry-level jobs –statistical analysis more defensible than judgmental approach Human Rights Issues

24. © 2007 Pearson Education Canada 3-24 Job Analysis in the Twenty-First Century –flatter organizations/empowerment –work teams –boundaryless structures –re-engineering –flatter organizations/empowerment –work teams –boundaryless structures –re-engineering Concept of Job Is Changing

25. © 2007 Pearson Education Canada 3-25 –most firms continue to: use job descriptions rely on traditionally defined jobs –new organizational structures are being built around broadly defined jobs that change frequently –most firms continue to: use job descriptions rely on traditionally defined jobs –new organizational structures are being built around broadly defined jobs that change frequently The Future of Job Descriptions Job Analysis in the Twenty-First Century