1. MGT 430 – Spring 2016 Class 5 – Chapter 4 Analyzing Work and Designing Jobs

2. LEPAK / GOWAN WHY JOB ANALYSIS & DESIGN Why does this job exist How does it enhance department/company performance Contribution to efficient operations Create innovative products/services Maintain or improve customer service

3. LEPAK / GOWAN PURPOSE OF THE PAYROLL CLERK Paychecks delivered on time Correctly Make timely payroll changes Tabulate data for payroll analysis Onboarding new employees Terminating employees Other

4. LEPAK / GOWAN JOB ANALYSIS This is the systematic study of the tasks, duties and responsibilities that are expected to be performed in a single job. Typically done for a new job or a greatly re-defined job

5. LEPAK / GOWAN How Do We Perform a Job Analysis Job Information -Observation: job analyst observes and documents activities performed while employee works -Diary: employee keeps log of tasks and activities, then prioritizes -Interview: job analyst conducts structured interviews of jobholder and supervisor (time-consuming and may be inaccurate) -Questionnaire: standard questionnaire administered to large number of employees performing the job (requires considerable time up-front, doesn’t offer opportunity for follow-up)

6. LEPAK / GOWAN Job Analysis and Design Systematically identifying tasks, duties and responsibilities expected to be performed in a job as well as competencies to be successful Job descriptions — written summaries of the specific tasks, responsibilities, and working conditions of a job Job specifications — specific competencies required by a jobholder to be able to perform the job successfully

7. LEPAK / GOWAN

8. Job Design Determining job tasks and responsibilities employees are expected to perform and how they need to interact with others to realize those contributions Key issues to consider: − Which tasks should be emphasized? − How simple or complex are these tasks? − How many tasks can employees realistically perform? − How much flexibility is given to employees? − What are the necessary competencies (KSAs)

9. LEPAK / GOWAN Job Design Example Bus Driver – MEGABUS 1.What tasks must be performed 2.Are they simple tasks (can be done alone) or complex tasks (must be done with others) 3.How many tasks 4.Flexibility of tasks 5.Necessary and desired KSAs

10. LEPAK / GOWAN Megabus Driver What tasks must be performed 1. 2. 3. 4. 5.

11. LEPAK / GOWAN Identifying value-adding tasks leading to competitive advantages e.g. Customer service representative 1.Knowledge of product/service 2.Customer focus 3.Sympathetic to customer needs 4.Problem resolution 5.Other

12. LEPAK / GOWAN Job performance 1. Job performing a limited set of tasks e.g. McDonalds cook, Ford assembly line 2. Job performing a broad set to tasks, working self-managed teams, high level of interaction with co-workers e.g. Computer service technician Construction worker Financial analyst Sales Representative

13. LEPAK / GOWAN SALES REPRESENTATIVE Coordinates with: Production Logistics Finance Credit Legal (contracts) Etc.

14. LEPAK / GOWAN Job Design: Efficiency Approach Key goal is to maximize efficiency; emphasizes standardization of production processes Time and motion studies Job specialization focused on breaking jobs down into core elements Repetition increases skill and speed Job simplification removed decision-making authority from employees and placed it with a supervisor

15. LEPAK / GOWAN TIME AND MOTION STUDIES Scientific Management – Frederick Taylor 1856 - 1915 Taylor's scientific management consisted of four principles: 1.Replace rule-of-thumb work methods with methods based on a scientific study of the tasks. 2.Scientifically select, train, and develop each employee rather than passively leaving them to train themselves. 3.Provide "Detailed instruction and supervision of each worker in the performance of that worker's discrete task" 4.Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks.

16. LEPAK / GOWAN Taylor had precise ideas about scientific management 1.Enforced standardization of methods, 2.Enforced adoption of best implements and working conditions 3.Enforced cooperation 4.The successful implementation of these processes rests with management alone. 5.Workers were supposed to be incapable of understanding what they were doing

17. LEPAK / GOWAN Consider UPS in 2016 Package delivery system 1.Stacking the truck 2.Planning the route 3.Minimize left turns against traffic 4.Estimating # steps taken from truck to door 5.Manage task down to the second

18. LEPAK / GOWAN Mass Production Assembly Line Henry Ford quest for efficiencies 1.Single task 2.Common components 3.Result: Production soared; purchase price of a car dropped 4.Downside: Horribly monotonous and boring work

19. LEPAK / GOWAN Job Specialization The process of breaking down jobs into their simple core elements Repetition = mastery of job Carry out tasks quickly, efficiently, minimum of mistakes Could also become horribly boring

20. LEPAK / GOWAN Elton Mayo and the touchy-feely human relations approach to job design Hawthorne studies

21. LEPAK / GOWAN Frederick Herzberg 1923 - 2000 Motivation FactorsHygiene Factors – AchievementPolicies & administration – RecognitionSupervision - technical – Work itselfSupervision - personal – ResponsibilityWorking conditions – Promotion & GrowthGetting a good grade – Understanding and using what you’ve learned – What motivates you The opposite of satisfaction is not dis- satisfaction, but non-satisfaction

22. LEPAK / GOWAN Job Design: Motivational Approach Maximize 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

23. LEPAK / GOWAN Job Characteristic Model Job Dimensions 1.Skill variety 2.Task Identity 3.Task significance 4.Autonomy 5.Feedback

24. LEPAK / GOWAN Three Psychological States 1.Experiences meaningfulness of the work 2.Experiences responsibility for outcomes of the work 3.Has knowledge of the actual results of work activities

25. Designing Jobs That Motivate Flexible Work Schedules A scheduling policy in which full-time employees may choose starting and ending times within guidelines specified by the organization. A work schedule that allows time for community and family interests can be extremely motivating. A scheduling policy in which full-time employees may choose starting and ending times within guidelines specified by the organization. A work schedule that allows time for community and family interests can be extremely motivating. A work option in which two part-time employees carry out the tasks associated with a single job. Enables an organization to attract or retain valued employees who want more time to attend school or take care of family matters. A work option in which two part-time employees carry out the tasks associated with a single job. Enables an organization to attract or retain valued employees who want more time to attend school or take care of family matters. FlextimeJob Sharing 4-25

26. Figure 4.7: Alternatives to 8-to-5 Job 4-26

27. LEPAK / GOWAN Designing Jobs That Motivate Telework / Telecommuting The broad term for doing one’s work away from a centrally located office. Advantages to employers include: less need for office space greater flexibility to employees with special needs Easiest to implement for managerial, professional, or sales jobs. Difficult to set up for manufacturing workers. The broad term for doing one’s work away from a centrally located office. Advantages to employers include: less need for office space greater flexibility to employees with special needs Easiest to implement for managerial, professional, or sales jobs. Difficult to set up for manufacturing workers. 4-27

28. LEPAK / GOWAN Designing Jobs That Meet Mental Capabilities and Limitations Work is designed to reduce information- processing requirements of the job. Workers may be less likely to make mistakes or have accidents. Simpler jobs may be less motivating. Technology tools may be distracting employees from their primary task resulting in increased mistakes and accidents. Work is designed to reduce information- processing requirements of the job. Workers may be less likely to make mistakes or have accidents. Simpler jobs may be less motivating. Technology tools may be distracting employees from their primary task resulting in increased mistakes and accidents. 4-28

29. LEPAK / GOWAN

31. JOB ANALYSIS EXAMPLE 1.Why does this job exist (2 sentences) 2.What are the principle duties and deliverables for this job (identify 5) 3.How will the incumbent be measured (identify 5 metrics for each of the above deliverables 4.What are the required and desired skills (3 required; 3 desired) 5.Administration, e.g. 1.Title4. Reports to 2.FLSA category5. Direct reports 3.Salary/wage6. Location

32. LEPAK / GOWAN JOB DESCRIPTION EXAMPLE Focus is on quantifiable metrics and less on qualitative metrics Job:Bus Driver for MEGABUS Route:SUNY Albany - NYC

33. LEPAK / GOWAN Job Design in Practice: Organizational Considerations Culture, e.g. – Banking, construction, hospitality, science – Risk taking vs. risk adverse Employee concerns – Can I do this work in this organization – Formalization of jobs – Breath and depth of tasks

34. LEPAK / GOWAN Job Design in Practice: Environmental Demands Labor force – Skill availability to perform tasks – Job design decisions for the aging labor force Technology – Technological capability & support – Virtual teams & organizational relationships

35. LEPAK / GOWAN Job Design in Practice: Environmental Demands Globalization – Cross-cultural issues – American values vs. world-wide values – Labor market accessibility and capabilities Ethics/social responsibility – Concerns about types of tasks required – Attitudes toward physical conditions of job design

36. LEPAK / GOWAN Job Design in Practice: Regulatory Issues Understanding essential and non-essential job duties Compliance with regulatory issues, e.g. safety, etc. Job design and employee safety

37. LEPAK / GOWAN FINAL CONSIDERATIONS Technology vs. manual labor Global vs. local Ethics vs. profit Safety vs. efficiency

38. LEPAK / GOWAN SUMMARY In Your Job Can You: Describe the value that you add from the customer’s perspective Describe a direct line of sight between your work and the consumers of your company’s product or service Justify the wage/salary that you receive based upon the value you provide Go home at night feeling that you have done something productive and beneficial

39. LEPAK / GOWAN DISCUSSION QUESTION After you graduate from SUNY, consider your ideal first job: 1.Specifically what would you like to be doing 2.What are the job characteristics that you need to have in order to do your job successfully? 3.What are the job characteristic s that motivate you.