1. 1 Analyzing Jobs and Work Dividing Work into Jobs Dividing Work into Jobs Work Work Effort directed toward producing or accomplishing results. Effort directed toward producing or accomplishing results. Job Job A grouping of tasks, duties, and responsibilities that constitutes the total work assignment for an employee. A grouping of tasks, duties, and responsibilities that constitutes the total work assignment for an employee.

2. 2 Factors Affecting Jobs, People, and Related HR Policies HR Activities Focusing on Jobs Job analysis Recruiting, Hiring Training and development Performance management Health, safety, and security Employee relations Compensation Jobs Needed Nature of Work Organizational Values, Mission Customer Needs People Needed for Jobs Organizational Strategy

3. 3 Workflow Analysis A study of the way work (inputs, activities, and outputs) moves through an organization. A study of the way work (inputs, activities, and outputs) moves through an organization. Inputs People, materials, equipment Evaluation Activities Works organized into jobs Outputs Products and services

4. 4 Concepts related to organizing Concepts related to organizing work

5. 5 Business Process Re- Engineering (BPR) Measures for improving such activities as product development, customer service, and service delivery. Measures for improving such activities as product development, customer service, and service delivery.

6. 6 Job Design/Re-Design Job Design Job Design Organizing tasks, duties, and responsibilities into a productive unit of work Organizing tasks, duties, and responsibilities into a productive unit of work Person/job Fit Person/job Fit Matching characteristics of people with characteristics of jobs Matching characteristics of people with characteristics of jobs Job Design Impacts Performance Job Satisfaction Physical and Mental Health

7. 7 Job Design Factors

8. 8 Classic Approaches to Motivational Job Design Job Enlargement Job Enrichment Job Rotation Job Design

9. 9 Job Characteristics Model

10. 10 Jobs Organized in Teams Types of Teams Special- Purpose Team Self-Directed Team Virtual Team

11. 11 Factors Affecting Virtual Team Success

12. 12 Jobs Organized in Teams AdvantagesDisadvantages Improved productivity Increased employee involvement More widespread employee learning Greater employee ownership of problems More ideas, synergy Requires employees to be “group oriented” Not appropriate for some work in organizations Systems not consistent Difficult to measure team performance Individual compensation interferes with team concept

13. 13 Work Schedules Global Work Schedule Differences Work Schedule Alternatives Shift Work and Compressed Workweek Job Sharing Flexible Scheduling Work Schedules

14. 14 Telework Telecommuting Telecommuting Going to work via electronic computing and telecommunications technology Going to work via electronic computing and telecommunications technology Effects of Alternative Work Arrangements Effects of Alternative Work Arrangements More self-scheduling by employees More self-scheduling by employees A shift to evaluating employees on results A shift to evaluating employees on results Greater trust, less control and direct supervision Greater trust, less control and direct supervision Lack of direct contact, less visibility Lack of direct contact, less visibility

15. 15 Growth of Telecommuting *Estimated.Source: Gartner Dataquest.

16. 16 The Nature of Job Analysis Systematic way of gathering and analyzing information about the content, context, and human requirements of jobs. Systematic way of gathering and analyzing information about the content, context, and human requirements of jobs. Work activities and behaviors Work activities and behaviors Interactions with others Interactions with others Performance standards Performance standards Financial and budgeting impact Financial and budgeting impact Machines and equipment used Machines and equipment used Working conditions Working conditions Supervision given and received Supervision given and received Knowledge, skills, and abilities needed Knowledge, skills, and abilities needed

17. 17 Approaches to Dealing with Jobs

18. 18 Competency-Based Job Analysis Competencies Competencies Individual capabilities that can be linked to enhanced performance by individuals or teams. Individual capabilities that can be linked to enhanced performance by individuals or teams. Technical competencies Technical competencies Behavioral competencies Behavioral competencies Reasons for using a competency approach: Reasons for using a competency approach: To communicate valued behaviors To communicate valued behaviors To raise competency levels To raise competency levels To emphasize people’s capabilities for enhancing the competitive advantage To emphasize people’s capabilities for enhancing the competitive advantage

19. 19 Typical Division of HR Responsibilities: Job Analysis

20. 20 Stages in the Job Analysis Process

21. 21 Job Analysis Methods Observation Work Sampling Employee Diary/Log Interviewing Standardized Interviews Panel Interviews Computerized Systems Questionnaires PAQ, MPDQ

22. 22 Typical Areas Covered in a Job Analysis Questionnaire

23. 23 Behavioral Aspects of Job Analysis “Inflation” of Jobs and Titles Employee and Managerial Anxieties Current Incumbent Emphasis

24. 24 Job Analysis and the Law Job Analysis and the ADA Job Analysis and the ADA Essential job functions Essential job functions Fundamental duties of the job performed regularly Fundamental duties of the job performed regularly Requiring significant amounts of time, Requiring significant amounts of time, Not easily assigned to another employee Not easily assigned to another employee Necessary to accomplish the job. Necessary to accomplish the job. Marginal job functions Marginal job functions. Part of the job but incidental or secondary to the primary purpose of the job.

25. 25 Determining Essential and Marginal Job Functions

26. 26 Job Analysis and Wage/Hour Regulations Fair Labor Standards Act Fair Labor Standards Act To qualify for an exemption from the overtime provisions of the act: To qualify for an exemption from the overtime provisions of the act: Exempt employees can spend no more than 20% of their time on manual, routine, or clerical duties. Exempt employees can spend no more than 20% of their time on manual, routine, or clerical duties. Exempt employees must spend at least 50% of their time performing their primary duties as executive, administrative, or professional employees. Exempt employees must spend at least 50% of their time performing their primary duties as executive, administrative, or professional employees.

27. 27 Job Descriptions and Job Specifications Job Description Job Description Identification of the tasks, duties, and responsibilities composing a job Identification of the tasks, duties, and responsibilities composing a job Performance Standards Performance Standards Indicators of what the job accomplishes and how performance is measured in key areas of the job description. Indicators of what the job accomplishes and how performance is measured in key areas of the job description. Job Specification Knowledge, skills, and abilities (KSAs) individual needs to perform a job. Knowledge, skills, and abilities (KSAs) individual needs to perform a job.

28. 28 Sample Job Description

29. 29 Job Description Components Identification Identification Job title Job title Reporting relationships Reporting relationships Department Department Location Location Date of analysis Date of analysis General Summary General Summary Describes distinguishing responsibilities and components Describes distinguishing responsibilities and components Essential Functions and Duties Essential Functions and Duties Lists major tasks, duties and responsibilities Job Specifications Knowledge, skills, and abilities Education, experience Physical requirements Disclaimer Disclaimer No implied contract Signatures Signatures