1. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-1 Human Resource Management Chapter Four Job Design and Job Analysis

2. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-2 Job Design Determining job tasks and responsibilities employees are expected to perform Key issues to consider: Which tasks should be emphasized How simple or complex are these tasks How many tasks can employees perform How much flexibility is given to employees

3. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-3 Why Perform Job Design Each job is unique and adds value in different ways How employees will perform their jobs will affect employees’ contributions Design approach is oriented toward achieving employee efficiency or employee motivation Example: Cook in an MacDonalds and chef in a five star restaurant

4. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-4 Efficiency Approach Scientific management pioneered by Frederick Taylor in 1911 sought to maximize efficiency Emphasized standardization of production processes Time and motion studies were conducted Job specialization focused on breaking jobs down into core elements Repetition increased skill and speed

5. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-5 Efficiency Approach (cont’d) Job simplification removed decision-making authority from employees and placed it with a supervisor Training requirements were reduced Lack of complexity and variety in jobs led to boredom, fatigue, and diminished satisfaction

6. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-6 Motivational Approach Maximizes employee’s drive to work as hard as possible Focuses on making jobs more interesting, challenging and complex Job characteristics model— identified 5 job dimensions and 3 psychological states that affect motivation and satisfaction Growth need strength— extent to which individuals need to learn and be challenged

7. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-7 Job Characteristics Model

8. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-8 Improving Motivation and Satisfaction Changing job tasks— modifying job to make it less boring and more satisfying: Job enlargement—Assigning additional same level activities- horizontal expansion; increasing volume or variety Job rotation— moving workers from one job to another in a systematic manner (also a training tool) Job enrichment—Redesigning the jobs to increase responsibility, growth- vertical expansion Empowerment— employees have input and authority over how they work and participate in decisions Teams- Groups who work collaboratively toward a common goal

9. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-9 Strategy and Job Design Strategy drives how managers structure jobs to be performed May be based on teamwork in companies focused on creativity and innovation May be structured to maximize efficiencies in companies that compete on costs

10. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-10 Company Characteristics and Job Design Smaller companies: Have a more fluid, open-ended approach to job design Need employees to perform multiple tasks and wider array of tasks Larger companies: Have more bureaucracy and specialization Need more rules and regulations on how work is done

11. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-11 Job Analysis Definition of Job Analysis: systematically identifying (or studying)tasks, duties and responsibilities expected to be performed in a job as well as competencies to be successful. Produces information for: 1. Job descriptions— written summaries of the specific tasks duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities 2. Job specifications— competencies (education, skills, personality, and so on) required by a jobholder to be able to perform the job successfully

12. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-12 Types of Information Collected Work activities Human behaviors Human requirements Job context Machines, tools, equipment, and work aids Performance standards Information Collected Via Job Analysis

13. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-13 Types of Information Collected by Job Analysis Actual work activities of the job— how, why, and when the worker performs each activity. Human behaviors the job requires: communicating, deciding, and writing, lifting weights or walking long distances. Machines, tools, equipment, and work aids used on the job: tools used, materials processed, knowledge dealt with or applied, and services rendered. Standards of expected employee job performance: quantity and\or quality output levels that can be used to appraise employees. The organizational and social context in which the job exists: physical working conditions, work schedules, and incentives The job’s human requirements: job-related knowledge or skills (education, training, work experience) and required personal attributes (aptitudes, physical characteristics, personality, interests).

14. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-14 FIGURE 4–1Uses of Job Analysis Information Job analysis Job description and specification Recruiting and selection decisions Performance appraisal Job evaluation— wage and salary decisions (compensation) Training requirements

15. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-15 Steps in Job Analysis 12 345 Steps in doing a job analysis: Review relevant background information. (Organization chart, process chart) Decide how you’ll use the information. (Job description or job evaluation) Select representative positions. Actually analyze the job. Collect data on job activities, employee behavior, working conditions etc. Verify the job analysis information with both the worker and the supervisor. 6 Develop a job description (activities, responsibilities) and job specification (personal qualities, traits, skills and background).

16. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-16 Collecting Job Analysis Information Interviews Questionnaires Observations Methods for Collecting Job Analysis Information Diaries/Logs

17. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-17 Methods of Collecting Job Analysis Information: The Interview Information Sources Individual employees Groups of employees Supervisors with knowledge of the job Advantages Quick, direct way to find overlooked information Disadvantages Distorted information Interview Formats Structured (Checklist) Unstructured

18. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-18 Methods of Collecting Job Analysis Information: Questionnaires Information Source Have employees fill out questionnaires to describe their job-related duties and responsibilities Questionnaire Formats Structured checklists Open-ended questions Advantages Quick and efficient way to gather information from large numbers of employees Disadvantages Expense and time consumed in preparing and testing the questionnaire

19. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-19 Job Analysis Questionnaire for Developing Job Descriptions Note: Use a questionnaire like this to interview job incumbents, or have them fill it out. Source: www.hr.blr.com. Reprinted with permission of the publisher, Business and Legal Reports, Inc., Old Saybrook, CT © 2004.

20. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-20 Job Analysis Questionnaire for Developing Job Descriptions (cont’d) Note: Use a questionnaire like this to interview job incumbents, or have them fill it out. Source: www.hr.blr.com. Reprinted with permission of the publisher, Business and Legal Reports, Inc., Old Saybrook, CT © 2004.

21. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-21 Methods of Collecting Job Analysis Information: Observation Information Source Observing and noting the physical activities of employees as they go about their jobs Advantages Provides first-hand information Reduces distortion of information Disadvantages Time consuming Difficulty in capturing entire job cycle Of little use if job involves a high level of mental activity

22. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-22 Methods of Collecting Job Analysis Information: Participant Diary/Logs Information Source Workers keep a chronological diary/ log of what they do and the time spent on each activity Advantages Produces a more complete picture of the job Employee participation Disadvantages Distortion of information Depends upon employees to accurately recall their activities

23. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-23 Job Analysis Facts not judgements The job as it is now (not historic roles or future aspirations) Analysis not only making lists (separating the job into smaller elements and examine them) About jobs not job holders

24. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-24 Job Descriptions A written summary of specific tasks, responsibilities and working conditions of a job Includes the following: Job title Job identification specifying important aspects of job Essential duties and responsibilities Job specifications—the competencies that are required (knowledge, skills, abilities)

25. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-25 Writing Job Descriptions Job Identification Job Summary Responsibilities and Duties Authority of the Incumbent Standards of Performance Working Conditions Job Specifications Sections of a Typical Job Description

26. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-26 The Job Description Job Identification Job title Preparation date Preparer Job Summary General nature of the job Major functions/activities Relationships Reports to: Supervises: Works with: Outside the company: Responsibilities and Duties Major responsibilities and duties (essential functions) Decision-making authority Direct supervision Budgetary limitations Standards of Performance and Working Conditions Required knowledge and experience)

27. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-27 Sample Job Description, Pearson Education

28. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-28 Sample Job Description, Pearson Education (cont’d)

29. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-29 Writing a Job Description Purpose of the job One specific sentence Why the job exists? What part of the organisation’s purpose is accomplished by this job? What is this job’s unique contribution to the organization? Why do we need this job at all? Ex. Secretary: contribute to the efficient administration of the department through provision of effective secretarial support.

30. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-30 Writing a Job Description Principal Accountabilities They are the key results (outputs) required from the job Focus on results not on activities (what not how) They relate realistically to the job, not to the organisation as whole Format: Action verb: formulate and propose On what (objects):...merchandise plans for the ladieswear market End result:....to meet company objectives Consequence or standard:....within pre-determined volume and profit targets

31. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-31 Principal Accountabilities example Develop and implement Training plans and programs Which will ensure that managers and employees are equipped with the necessary skills and experience to achieve high levels of performance

32. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-32 Preliminary Job Description Questionnaire Source: Reprinted from www.hr.blr.com with the permission of the publisher, Business and Legal Reports, Inc., Old Saybrook, CT © 2004.

33. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-33 Writing Job Specifications “What traits and experience are required to do this job well?” Specifications for Trained Personnel (relevant training, length of previous service, previous job performance) Untrained Personnel (physical traits, interests, sensory skill etc.) Specifications Based on Judgment educated guesses of supervisors and HR (choose from competency lists or establish functional competencies)

34. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-34 Competency-Based Job Analysis Competencies Demonstrable characteristics (knowledge, skills and behaviors/attitudes) of a person that enable performance of a job. They have to be observable and measurable. Describes how a job is done Reasons for Competency-Based Job Analysis To support a high-performance work system. To create strategically-focused job descriptions. To support the performance management process in fostering, measuring, and rewarding: General competencies Leadership competencies Technical (functional)competencies

35. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-35 Competency-Based Job Analysis (cont’d) How to Write Job Competencies-Based Job Descriptions Interview job incumbents and their supervisors Ask open-ended questions about job responsibilities and activities. Identify critical incidents that pinpoint success on the job. Use off-the-shelf competencies databanks

36. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-36 Homework # 1: Writing Job Description and Job Specification Interview a real (not imaginary) job holder and write his/her job description and job specifications by using the outline provided on the next slide. In order to write a good and comprehensive job description you might want to use the: 1. “Job Analysis Questionnaire for Developing Job Descriptions” and/or 2. “Preliminary Job Description Questionnaire” (both are included in the slides of this chapter) to collect data beforehand. Make sure you hand in your homework next week. Have fun!!

37. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall4-37 Job Description and Specification(sample) Job Title: Job Code: Salary Grade: Job Family: Department: Reports to: Location: Date: ORGANIZATION CHART JOB PURPOSE (one specific statement explaining why the job exists) SCOPE AND IMPACT Financial responsibilities (budget, revenue) Supervisory (people) responsibilities (direct, indirect) Other magnitudes (no. of products or customers) REQUIRED KNOWLEDGE AND EXPERIENCE Related work experience Formal education Skills Other PRIMARY RESPONSIBILITIES (ACCOUNTABILITIES) (List in order of importance and list amount of time spent on each task, focus on results:verbs, objects, results)........% Decision making responsibilities RELATIONSHIPS (INTERNAL AND EXTERNAL) COMPETENCIES (5) Submitted by and date: Approval by and date: HR: