1. Human Resource Management ELEVENTH EDITON
SECTION 2 Staffing the Organization
Robert L. Mathis  John H. Jackson
Chapter 6
Jobs and job analysis
PowerPoint Presentation by Dr. Zahi Yaseen

2. Jobs and job analysis
After you have read this chapter, you should be able to :
- Discuss workflow analysis and business process reengineering as approaches to organizational work.
Define job design and identify five design characteristics for jobs.
Explain how work schedules and telework are affecting jobs and work.
Describe job analysis, and the stages in and methods used in the job analysis process
Indicate how job analysis has both legal and behavioral aspects.
Identify the components of job descriptions.

3. Jobs and job analysis Changing the nature of work and HR management
Jobs that are routinized replaced by machines. Example: In Banks, depositing and withdrawing money done by ATM machines.
In HR management , the most important activities associated with jobs are : Figure 1
1- Workflow analysis
2- Re-engineering
3- Job design
4- job analysis
5- job descriptions

4. Influences Affecting Jobs, People, and Related HR Policies
Figure 1
Influences Affecting Jobs, People, and Related HR Policies

5. Outputs Goods and Services
Jobs and job analysis
Workflow analysis
A study of the way work (inputs, activities, and outputs) moves
through an organization.
Work: Effort directed toward producing or accomplishing results.
But the entire work to be done must be divided into jobs so that
it can be coordinated in some logical way.
Job: A grouping of tasks, duties, and responsibilities that
constitutes the total work assignment for an employee
Inputs
People
Materials
Equipment
Activities
Tasks and Jobs
Outputs Goods and Services
Evaluation

6. Jobs and job analysis Business process Re-engineering
Measures for improving such activities as product development, customer service , and service delivery.
Re-engineering consists of three phases:
1- Re-think: Examine how workflow and jobs in the company affect customer satisfaction and service.
2- Re-design: analyze how jobs put together, workflow, and how results achieved, and do necessary redesign.
3- Re-tool: look at new technologies ( equipments, computers, software) to improve productivity, service quality, and customer service.

7. Jobs and job analysis Job Design
Organizing tasks, duties, and responsibilities into a productive unit of work, It’s a process of matching characteristics of people with characteristic of job ( Person/job fit. Figure 2). It’s dealing with job enlargement/ job enrichment, and job rotation.
Job design receive greater attention because :
Job design can influence performance in certain jobs.
Job design can affect job satisfaction
Job design can affect both physical and mental health.

8. Jobs and job analysis Person/job fit Figure 2 Persons Energy Talents
Interests
Needs & wants
Productivity
Job satisfaction
Jobs
Content
Tasks
Duties
Responsibilities
Methods used
Other people
Status
Tools and equipments

9. Jobs and job analysis Job Design Three approached to job design:
Job Enlargement
Broadening the scope of a job by expanding the number of different tasks to be performed. Example: A nurse in a hospital help doctors in the emergency section, under the job enlargement , the nurse will be called in other hospital sections.
Job Enrichment
Increasing the depth of a job by adding the responsibility for planning, organizing , controlling, and evaluating the job. In our example: Under the job enrichment , the nurse promoted to be in charged of all nurses activities in the emergency section.
Job Rotation
The process of shifting a person from job to job. In our example: The nurse assigned one year as reception.

10. Characteristics of Jobs: a model developed by Hackman and Oldham for better results and outcomes. Figure 3

11. Job Characteristics Model:
Figure 3

12. Using Teams in Jobs: another way of enhancing productivity and quality at work:
(Figure 4)

13. Shamrock Team
Figure 4

14. Team Jobs Advantages Improved productivity
Increased employee involvement
More widespread employee learning
Greater employee ownership of problems
Disadvantages
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. Alternative Work Schedules
Flextime
A work scheduling arrangement in which employees work a set number of hours per day but vary their starting and ending times.
Compressed Work Week
A work schedule in which a full week’s work is accomplished in fewer than five days.
Telecommuting
The process of going to work via electronic computing and telecommunications equipment.
Temporary Locations
Hoteling
Virtual office
Effects of Alternative Work Arrangements
A shift to evaluating employees on results
Greater trust, less direct supervision
Lack of direct contact (visibility)

16. Job Analysis
A systematic way to gather and analyze information about the content, context, and the human requirements of jobs . It’s about what people are doing in the job. It includes: Work activities and behaviors , Interactions with others, Performance standards, Machines and equipments used, Working conditions, Knowledge, skills, and abilities needed. Figure 5
Task-Based Job Analysis
Task: identifiable work activity composed of motions
Duty: A larger work segment composed of several tasks that are performed by an individual
Responsibilities: Obligations to perform certain tasks and duties

17. Job Analysis in Perspective
Figure 5

18. Stages in the job analysis process
Planning the job analysis
1- identify objectives of job analysis, redesign, change structure
2- obtain top management support, managers involvement
Preparing and communicating the job analysis
1- Identify jobs and methodology, hourly jobs, jobs in one division
2- review existing job documentation, org chart, job description
3- communicate process to managers and employees, participation
Conducting the job analysis
1- Gather job analysis data, survey, questionnaires
2- Review and compile data, job, job family, and org chart

19. Developing job descriptions and job specifications
1- Draft job descriptions and specifications, duties, skills, knowledge
2- review drafts with managers and employees, participation
3- identify recommendations
4- finalize job descriptions and recommendations
Maintain and updating job descriptions and job specifications
1- update job descriptions and specifications as organization
Changes, such time of vacancy.
2- periodically review jobs, new technology.

20. Job Analysis Methods
Observation: observe the individual perform the job and take notes. Figure 6
Interviewing: visit each job site and talk with employees performing each job.
Questionnaires: a survey used to gather information about a job. Position analysis questionnaire (PAQ), work oriented survey. Management position description questionnaire (MPDQ).
Computerized job analysis: to develop more accurate and comprehensive job description, linked to compensation program, and performance appraisal system.

21. Specialized Job Analysis Methods Computerized Job Analysis
Figure 6
Job Analysis
Methods
Questionnaires
Observation
Work Sampling
Diary/Log
Interviewing
Specialized Job Analysis Methods
PAQ
MPDQ
Computerized Job Analysis

22. Job Descriptions and Job Specifications
Identification of the tasks, duties, and responsibilities of a job
Performance Standards
Indicator of what the job accomplishes and how performance is measured in key areas of the job description.
Job Specification
The knowledge, skills, and abilities (KSAs) an individual needs to perform a job satisfactory.

23. Job Description Components
Identification
Job title
Reporting relationships
Department
Location
Date of analysis
General Summary
Describes the job’s distinguishing responsibilities and components
Essential Functions and Duties
Lists major tasks, duties and responsibilities
Job Specifications
Knowledge, skills, and abilities
Education and experience
Physical requirements
Disclaimer
Of implied contract
Signature of approvals

24. Sample of job description and specification
Job Title: Secretary/Receptionist
Reporting to: Company Accountant
Working with: The Board and the MSM Team at the
Delphi Centre of Excellence
British Computer Society: The company is accredited to the BCS Professional Development Scheme.
Duties and Responsibilities
This is a responsible position which sometimes includes work of a confidential nature and the post-holder is required to have due regard for this at all times.
Job Specifications
At least 12 months experience in similar field, or had a training session in the same field,