1. C h a p t e r PART TWO - STAFFING THE ORGANIZATION Job Analysis and Job Design 5

2. McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved. 5 - 2 Chapter 5 Overview Basic Terminology Job Analysis Job Design

3. McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved. 5 - 3 Basic Terminology  Job Analysis   Products of Job Analysis   Job Analysis Methods  Observation  Interviews  Questionnaires     Functional Job Analysis   Dictionary of Occupational Titles    O*NET Dictionary of Occupational Titles  The ADA and Job Analysis   Potential Problems with Job Analysis

4. McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved. 5 - 4 Figure 5.1 | Relationship among Different Job Components

5. McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved. 5 - 5 Basic Terminology  Job Analysis   Products of Job Analysis   Job Analysis Methods  Observation  Interviews  Questionnaires     Functional Job Analysis   Dictionary of Occupational Titles    O*NET Dictionary of Occupational Titles  The ADA and Job Analysis   Potential Problems with Job Analysis

6. McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved. 5 - 6 Table 5.1 Area of InformationContents Job title and locationName of job and where it is located. Organizational relationshipA brief explanation of the number of persons supervised (if applicable) and the job title(s) of the position(s) supervised. A statement concerning supervision received. Relation to other jobsDescribes and outlines the coordination required by the job. Job summaryCondensed explanation of the content of the job. Information concerningThe content of this area varies greatly from job job requirementsto job and from organization to organization. Typically it includes information on such topics as machines, tools, and materials; mental complexity and attention required; physical demands and working conditions. Information Provided by a Job Analysis

7. McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved. 5 - 7 Basic Terminology  Job Analysis   Products of Job Analysis   Job Analysis Methods  Observation  Interviews  Questionnaires     Functional Job Analysis   Dictionary of Occupational Titles    O*NET Dictionary of Occupational Titles  The ADA and Job Analysis   Potential Problems with Job Analysis

8. McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved. 5 - 8 Table 5.2 A job description should be a formal, written document, usually from one to three pages long. It should include the following: l Date written. l Job Status (full-time or part-time; salary or wage). l Position title. l Job summary (a synopsis of the job responsibilities). l Detailed list of duties and responsibilities. l Supervision received (to whom the jobholder reports). l Supervision exercised, if any (who reports to this employee). l Principal contacts (in and outside the organization). l Related meetings to be attended and reports to be filed. l Competency or position requirements. l Required education and experience. l Career mobility (position[s] for which job holder may qualify next). Contents of a Job Description

9. McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved. 5 - 9 Basic Terminology  Job Analysis   Products of Job Analysis   Job Analysis Methods  Observation  Interviews  Questionnaires     Functional Job Analysis   Dictionary of Occupational Titles    O*NET Dictionary of Occupational Titles  The ADA and Job Analysis   Potential Problems with Job Analysis Basic Terminology  Job Analysis   Products of Job Analysis   Job Analysis Methods  Observation  Interviews  Questionnaires     Functional Job Analysis   Dictionary of Occupational Titles    O*NET Dictionary of Occupational Titles  The ADA and Job Analysis   Potential Problems with Job Analysis Basic Terminology  Job Analysis   Products of Job Analysis   Job Analysis Methods  Observation  Interviews  Questionnaires     Functional Job Analysis   Dictionary of Occupational Titles    O*NET Dictionary of Occupational Titles  The ADA and Job Analysis   Potential Problems with Job Analysis

10. McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved. 5 - 10 Table 5.3 Category Information input Mental processes Physical activities Relationships with other people Job context Other job characteristics Description Where and how does the employee get the information used in performing the job? What reasoning, decision-making, planning, and information- processing activities are involved in performing the job? What physical activities does the employee perform, and what tools or devices are used? What relationships with other people are required in performing the job? In what physical or social contest is the work performed? What activities, conditions, or characteristics other than those described above are relevant to the job? Examples Use of written materials. Near-visual differentiation. Level of reasoning in problem solving. Coding/decoding. Use of keyboard devices. Assembling/disassembling. Instructing. Contacts with public, and/or customers. High temperature. Interpersonal conflict situations. Specified work pace. Amount of job structure. Employee Activity Categories Used in the PAQ

11. McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved. 5 - 11 Table 5.4 Source: E. J. McCormick, P. R. Jeanneret, and R. C. Mecham, Position Analysis Questionnaire. Copyright 1969 by Purdue Research Foundation, West Lafayette, Ind. Reprinted with permission. Sample page from the Position Analysis Questionnaire (PAQ) Information input I.I Sources of Job Information Rate each of the following items in terms of the extent to which it is used by the worker as a source of information in performing the job. I.I.I Visual Sources of Job Information 1Written materials (books, reports, office notes, articles, job instructions, signs, etc.) 2Quantitative materials (materials which deal with quantities or amounts, such as graphs, accounts, specifications, tables of numbers, etc.) 3Pictorial material (pictures or picturelike materials used as sources of information, for example, drawings, blueprints, diagrams, maps, tracings, photographic films, x-ray films, TV pictures, etc.) 4Patterns/related devices (templates, stencils, patterns, etc., used as sources of information when observed during use; do not include here materials described in item 3 above) Code Extent of Use NDoes not apply 1Nominal/very frequent 2Occasional 3Moderate 4Considerable 5Very substantial (Continued)

12. McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved. 5 - 12 Table 5.4 (concluded) 5Visual displays (dials, gauges, signal lights, radarscopes, speedometers, clocks, etc.) 6Measuring devices (rules, calipers, tire pressure gauges, scales, thickness gauges, pipettes, thermometers, protractors, etc., used to obtain visual information about physical measurements; do not include here devices described in item 5 above) 7Mechanical devices (tools, equipment, machinery, and other mechanical devices which are sources of information when observed during use or operation) 8Materials in process (parts, materials, etc., which are sources of information when being modified, worked on, or otherwise processed, such as bread dough being mixed, workpiece be turned in a lathe, fabric being cut, shoe being resoled, etc.) 9Materials not in process (parts, materials, objects, etc., not in the process of being changed or modified, which are sources of information when being inspected, handled, packaged, distributed, or selected, etc., such as items or materials in inventory, storage, or distribution channels, items being inspected, etc.) 10Features of nature (landscapes, fields, geological samples, vegetation, cloud formations, and other features of nature which are observed or inspected to provide information) 11“Man-made” features of environment (structures, buildings, dams, highways, bridges, docks, railroads, and other “man-made” or altered aspects of the indoor or outdoor environment which are observed or inspected to provide job information; do no consider equipment, machines, etc., that individuals use in their work, as covered by item 7) Sample page from the Position Analysis Questionnaire (PAQ)

13. McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved. 5 - 13 Table 5.5 Source: W. B. Tornov and P. R. Pinto, “The Development of a Managerial Job Taxonomy: A System for Describing, Classifying, and Evaluating Executive Positions,” Journal of Applied Psychology 61, no. 4 (1976), p. 414. Management Position Description Questionnaire Categories 1.Product, marketing, and financial strategy planning. 2.Coordination of other organizational units and personnel. 3.Internal business control. 4.Products and services responsibility. 5.Public and customer relations. 6.Advanced consulting. 7.Autonomy of actions. 8.Approval of financial commitments. 9.Staff service. 10.Supervision. 11.Complexity and stress. 12.Advanced financial responsibility. 13.Broad personnel responsibility.

14. McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved. 5 - 14 Basic Terminology  Job Analysis   Products of Job Analysis   Job Analysis Methods  Observation  Interviews  Questionnaires     Functional Job Analysis   Dictionary of Occupational Titles    O*NET Dictionary of Occupational Titles  The ADA and Job Analysis   Potential Problems with Job Analysis

15. McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved. 5 - 15 Table 5.6 Source: U. S. Department of Labor, Revised Handbook for Analyzing Jobs (Washington, D. C.: U. S. Government Printing Office, 1991), p. 73. Levels of Difficulty for Worker Functions in FJA DataPeopleThings 0Synthesizing0Mentoring0Setting up 1Coordinating1Negotiating1Precision working 2Analyzing2Instructing2Operating-controlling 3Compiling3Supervising3Driving-operating 4Computing4Diverting4Manipulating 5Copying5Persuading5Tending 6Comparing6Speaking-signaling6Feeding-offbearing 7Serving7Handling 8Taking instructions-helping

16. McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved. 5 - 16 Basic Terminology  Job Analysis   Products of Job Analysis   Job Analysis Methods  Observation  Interviews  Questionnaires     Functional Job Analysis   Dictionary of Occupational Titles    O*NET Dictionary of Occupational Titles  The ADA and Job Analysis   Potential Problems with Job Analysis

17. McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved. 5 - 17 Table 5.7 1.Professional, technical, and managerial 2.Clerical and sales 3.Service 4.Agriculture, fishing, forestry, and related 5.Processing 6.Machine trades 7.Bench work 8.Structural work 9.Miscellaneous Nine Occupational Categories Used by the DOT

18. McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved. 5 - 18 Figure 5.2 | Human Resources Manager as Classified by the DOT Source: U. S. Department of Labor, Employment and Training Administration, Dictionary of Occupational Titles, 4th ed., rev. 1991 (Washington, D. C.: U. S. Government Printing Office, 1991).

19. McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved. 5 - 19 Basic Terminology  Job Analysis   Products of Job Analysis   Job Analysis Methods  Observation  Interviews  Questionnaires     Functional Job Analysis   Dictionary of Occupational Titles    O*NET Dictionary of Occupational Titles  The ADA and Job Analysis   Potential Problems with Job Analysis Basic Terminology  Job Analysis   Products of Job Analysis   Job Analysis Methods  Observation  Interviews  Questionnaires     Functional Job Analysis   Dictionary of Occupational Titles    O*NET Dictionary of Occupational Titles  The ADA and Job Analysis   Potential Problems with Job Analysis

20. McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved. 5 - 20 Table 5.8 Source: Wayne E. Barlow and Edward Z. Hare, “A Practical Guide to the Americans with Disabilities Act,” Personnel Journal, June 1992, p. 54. 1.Does the position exist to perform these functions? If the performance of a particular function is the principal purpose for hiring a person, it would be an essential function. 2.Would the removal of the function fundamentally alter the position? If the purpose of the position can be fulfilled without performing the function, it isn’t essential. 3.What’s the degree of expertise or skill required to perform the function? The fact that an employee is hired for his or her specialized expertise to perform a particular function is evidence that the function is essential. 4.How much of the employee’s time is spent performing the function? The fact that an employee spends a substantial amount of time performing a particular function is evidence that the function is essential. 5.What are the consequences of failure to perform the function? The fact that the consequences of failure are severe is evidence that the function is essential. 6.How many other employees are available among whom the function can be distributed? The smaller the number of employees available for performing a group of functions, the greater the likelihood that any one of them will have to perform a particular function. Questions to Be Addressed to Determine Essential Functions

21. McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved. 5 - 21 Basic Terminology  Job Analysis   Products of Job Analysis   Job Analysis Methods  Observation  Interviews  Questionnaires     Functional Job Analysis   Dictionary of Occupational Titles    O*NET Dictionary of Occupational Titles  The ADA and Job Analysis   Potential Problems with Job Analysis

22. McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved. 5 - 22 Job Design   Job Scope and Job Depth  Sociotechnical Approach to Job Design  The Physical Work Environment  Alternative Work Schedules  Flextime  Telecommuting  Job Sharing  Condensed Workweek

23. McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved. 5 - 23 Table 5.9 1.Fewer skills required per person, which makes it easier to recruit and train employees. 2.Increased proficiency through repetition and practice of the same tasks. 3.More efficient use of skills by primarily utilizing each employee’s best skills. 4.Low wages due to the ease with which labor can be substituted. 5.More conformity in the final product or service. 6.Different tasks performed concurrently. Advantages of Job Specialization

24. McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved. 5 - 24 Job Design   Job Scope and Job Depth  Sociotechnical Approach to Job Design  The Physical Work Environment  Alternative Work Schedules  Flextime  Telecommuting  Job Sharing  Condensed Workweek Job Design   Job Scope and Job Depth  Sociotechnical Approach to Job Design  The Physical Work Environment  Alternative Work Schedules  Flextime  Telecommuting  Job Sharing  Condensed Workweek Job Design   Job Scope and Job Depth  Sociotechnical Approach to Job Design  The Physical Work Environment  Alternative Work Schedules  Flextime  Telecommuting  Job Sharing  Condensed Workweek Job Design   Job Scope and Job Depth  Sociotechnical Approach to Job Design  The Physical Work Environment  Alternative Work Schedules  Flextime  Telecommuting  Job Sharing  Condensed Workweek

25. McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved. 5 - 25 Questions