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Job Analysis, Job Design, and the Job Description

Job Analysis, Job Design, and the Job Description. February 18, 2010. Getting the Work Done. Introducing the JOB. How does the job affect the bottom line? Task performance Line of sight The essence of human capital Knowledge Skills Abilities. Modern Idea of a Job.

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Job Analysis, Job Design, and the Job Description

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  1. Job Analysis, Job Design,and the Job Description February 18, 2010

  2. Getting the Work Done • Introducing the JOB. • How does the job affect the bottom line? • Task performance • Line of sight • The essence of human capital • Knowledge • Skills • Abilities

  3. Modern Idea of a Job • Changing conceptualization of what constitutes a job • Jobs are changing.... • More fluid – change more often. Required changes – used to be specifically designed to the way you do the work. A lopt more vagueness of what a specific job requires • Customer focus – who is your customer? • More responsibility

  4. What is the role of each job? Job design Job Structure How do we represent and communicate information about what the job does? Job analysis Job Description Gathering Total Job Information Issue HR Process Result How is the product delivered? Work flow analysis Job List

  5. What You Should Know About a Job Human Resources Equipment Raw Inputs What special equipment, facilities, and systems are needed? What materials, data, and information are needed? What knowledge, skills, and abilities (KSAs) are needed by those Performing the task Output Activities What tasks are required in the production of the output? What product, information, or service is provided? How is the output measured?

  6. Job Design • Definition • The process of defining how work will be performed and what tasks will be required in a given job • Approaches to job design • Design for efficiency (Industrial engineering) • Design for human capital capabilities • Deign for motivation (Job enlargement and enrichment) • Design for safety and health (Ergonomics) • Design to fit scheduling demands/preferences • Careful job design will facilitate the development of QUALITYHR Metrics

  7. Design Jobs for Efficiency • Basis of classical industrial engineering • Scientific method (one best way to perform a job) • Time motion studies

  8. Design for Human Capital Capabilities • Person versus machine • Cost of labor / Worker efficiency • Regulations • Pay and benefit requirements • Working conditions

  9. Job characteristics model (Hackman & Oldham) Skill variety Extent job requires a variety of skills to carry out the tasks involved Task identity Degree job requires completing a “whole” piece of work from beginning to end Task significance Extent to which the job has an important impact on the lives of other people Autonomy Degree job allows an individual to make decisions about the way work is carried out Feedback Extent person receives clear information about performance effectiveness Deign Jobs for Motivation

  10. Methods to make a job more interesting and satisfying Job enlargement Job enrichment Self-managed work teams Deign Jobs for Motivation

  11. Design for Safety and Health • Ergonomics • The stud of the interface between individuals’ physiology and the characteristics of the physical work environment • Reduce dangers in the workplace • Better for employees • Financial benefits for employer • Enhance efficiency

  12. Design to Fit Scheduling Demands/Preferences • Company needs • Customer demand • Efficiency • Employee preferences • Flex time • Job sharing • Telecommuting

  13. Job Analysis as the Cornerstone of HR • Planning • Staffing • Training • Performance Appraisal • Compensation

  14. Approaches to Job Analysis • Task-based job analysis • Task: A distinct, identifiable work activity • Duty: Work segment composed of multiple tasks • Responsibilities: Obligations to perform certain tasks and duties • Competency-based job analysis • Individual capabilities that can be liked to enhanced performance by the individual or teams • Technical competencies • Behavioral competencies

  15. Job Analysis Methods • Observation • Interviewing • Questionnaires • Computerized systems • On-line sources

  16. Job Analysis Concerns • Inflation of jobs and job titles • Managerial concerns • Lack of flexibility • Employees “working to the job description” • Employee concerns • Greater supervision • Limitations on creativity and flexibility • Incumbent emphasis

  17. How to Perform a Job Analysis • 1. Select the jobs to be analyzed • 2. Gather the job information • 3. Verify the accuracy of the job information • 4. Document the job analysis by writing a job description

  18. Writing the Job Description • Describes and defines a job in terms of its duties, responsibilities, working conditions, and specifications. • Identify the job (job title, location) • Job summary (a short statement!) • Job duties and responsibilities • Job requirements • Minimum qualifications

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