Job Analysis and Job Design English.pptx

8/10/2019 Job Analysis and Job Design English.pptx

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Human Resource ManagementGaining a Competitive Advantage

Chapter 4

The Analysis and Design of Work

McGraw-Hil l / Irwin Copyrig ht 2008 by The McGraw -Hil l Companies, All Righ ts Reserved.


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Learning Objectives

After reading this chapter, you should be

able to:

Identify the tasks performed and the

skills required in a given job.

Understand the different approaches to

job design.

Comprehend the trade-offs among thevarious approaches to designing jobs.


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Work-flow Analysis

Work-flow analysis are useful in:

providing a means for the managers to

understand all the tasks required to produce a

high-quality product providing the skills necessary to perform those

tasks

Work flow analysis includes:

analyzing work outputs analyzing work processes

analyzing work inputs


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Raw Inputs

- material

- information

Equipment

- facilities

- systems

People- knowledge- skills- abilities

ACTIVITY

what tasks

are required?

OUTPUT

- product/service

- how measured?

Developing a Workflow Analysis


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Organizational Structure

Organization structure provides a cross-

sectional overview of the static

relationship between individuals and units

that create the outputs. Two important dimensions of structure

are:

1. Centralization

2. Departmentalization


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Structural Configuration(susunan)

Functional functional

departmentalization

high level of centralization high efficiency

inflexible

insensitive to subtle

differences across

products, regions, andclients

Divisional workflow

departmentalization

low level of centralization semi-autonomous

flexible and innovative

sensitive to subtle

differences across

products, regions, andclients

low efficiency


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The Importance of JobAnalysis to HR Managers

Job Analysis

Work Redesign

HR Planning

Selection

PerformanceAppraisal

Job Evaluation

Career Planning

Training andDevelopment


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The Importance of JobAnalysis to Line Managers

Managers must have detailed information

about all the jobs in their work group to

understand the work-flow process.

Managers need to understand the jobrequirements to make intelligent hiring

decisions.

Managers must clearly understand the

tasks required in every job.


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Job Analysis Information

Job Descriptionis a list

of tasks, duties, and

responsibilities (TDRs)

Job Specificationis a list

of knowledge, skills,

abilities, and other

characteristics (KSAOs)


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Sample Job Description

Job Title: Maintenance Mechanic

General Description of Job: General maintenance and

repair of all equipment used in the operations of a

particular district. Includes the servicing of company

used vehicles, shop equipment, and machinery used onjob sites.

1. Essential duty (40%) Maintenance of Equipment

2. Essential duty (40%) Repair of Equipment

3. Essential duty (10%) Testing and Approval

4. Essential duty (10%) Maintain Stock

Nonessential functions: Other duties assigned


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Job Analysis Methods

Position AnalysisQuestionnaire (PAQ)

Fleishman Job AnalysisSystem (FJAS)

Occupational InformationNetwork (O*NET)


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Job Dimensions and Job Tasksof a University Professor

Teaching

prepares and

presents lecture

material inclass

Research

prepares research

reports for

publication injournals

Service

serves on

departmental

committees asneeded

Consulting

performs

work for

external

organizations

Advising

gives career

counseling advice

to students


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Job Design

Job design

Job redesign

Four approaches used in job design are:

mechanistic approach motivational approach

biological approach

perceptual-motor approach


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Mechanistic Approach

Has its roots in classical industrial engineering.

Focuses on designing jobs around the concepts

of:

task specialization skill simplification

repetition

Scientific management

is one of the earliest mechanistic approaches sought to identify the one best way to perform the

job through the use of time-and-motion studies


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Job Characteristics Model

Core Job Dimensions

Skill Variety

Task Identity

Task Significance

Autonomy

Feedback

Psychological States

Meaningful Work

Responsibility

for Outcome

Knowledge

of Results

Work Outcomes

High Motivation

High Quality of Work

High Satisfaction

Low Absenteeism

and Turnover

A model of how job design affects employee reaction is the

Job Characteristics Model.


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Biological Approach

Comes primarily from the sciences ofbiomechanics, or the study of bodymovements

Ergonomics The goal of this approach is to minimizethe physical strain on the worker.

Focuses on outcomes such as:

physical fatigue aches and pains

health complaints


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Perceptual-Motor Approach

Has its roots in the human-factors

literature.

Focuses on human mental capabilities

and limitations. The goal is to design jobs that do not

exceed people's mental capabilities.

Tries to improve reliability, safety, anduser reactions by designing jobs in a way

that reduces the information processing

requirements of the job.


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Trade-Offs among DifferentApproaches to Job Design

Job Design Approach Positive Outcomes Negative Outcomes

Motivational

Mechanistic

Biological

Perceptual-Motor

Higher job satisfactionHigher motivationGreater job involvementLower absenteeism

Decreased training time

Higher utilization levelsLower likelihood of errorLess chance of mental overloadand stress

Less physical effortLess physical fatigueFewer health complaintsFewer medical incidencesLower absenteeismHigher job satisfactionLower likelihood of errorLower likelihood of accidentsLess chance of mental overloadand stressLower training timeHigher utilization levels

Increased training timeLower utilization levelsGreater likelihood of errorGreater chance of mental overloadand stress

Lower job satisfaction

Lower motivationHigher absenteeism

Higher financial costs becauseof changes in equipment orjob environment

Lower job satisfaction

Lower motivation

Job Analysis and Job Design English.pptx

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