JOB DESIGN

JOB ANALYSIS &

DESIGNING OF JOBS

PRESENTED BY : ANGELA MARY GEORGES2, MBA (EVENING)IMK,KARYAVATTOM.

STAGES OF HRM

Induction

Placement

Selection

Recruitment

Human Resource Planning

Job Analysis

JOB ANALYSIS

Job context

Job content Job analysis

Job requirements

•The purpose of job analysis is to

provide description of the job..i.e.

the result of job analysis is job

description which comprises of

Job Content, Job Context & Job

Requirements

•The process of gathering

information about jobs through

systematic investigation of

duties, tasks, activities &

responsibilities which are necessary

to do a job.

IMPORTANT APPLICATIONS OF JOB ANALYSIS

The Job Analysis provides the foundation for almost everything HR is involved in.

Job DescriptionsEmployee SelectionTrainingPerformance AppraisalsJob ClassificationJob EvaluationJob Design and Redesign

PERFORMING JOB ANALYSIS1. Select jobs to study

2. Determine information to collect: Tasks, responsibilities, skill requirements

3. Identify sources of data: Employees, supervisors/managers

4. Methods of data collection: Interviews, questionnaires, observation, diaries and records

5. Evaluate and verify data collection: Other employees, supervisors/managers

6. Write job analysis report

OBJECTIVE OF JOB ANALYSIS

Based on Job Analysis ,Decisions are Made by the HR Managers To Check That:Whether already existing post is valuable or not.To create a Post

The ultimate purpose of job analysis is to improve organizational performance and productivity.A Job analysis gathers and identifies information about three aspects of all jobs:

I. Job content

II. Job requirements

III. Job context

JOB DESCRIPTION

POPULAR APPROACHES TO JOB ANALYSIS

BBBBFunctional Job AnalysisFunctional Job Analysis

Position Analysis QuestionnairePosition Analysis Questionnaire

Critical Incident MethodCritical Incident Method

HRIS and Job AnalysisHRIS and Job Analysis

Job requirement

Job content

Job context

Job Task & Context

I. JOB CONTENTRefers to the activities required of the job

factors that define the general nature of a

job

Functional Job Analysis (FJA) Quantitative approach to job analysis that

utilizes a compiled inventory of the various functions or work activities that can make up any job.

Assumes that each job involves three broad worker functions: (1) data, (2) people, and (3) things.

FUNCTIONAL JOB ANALYSIS

Functional Job Analysis (FJA) describes job content in terms of:

What the worker does in relation to data, people, and jobs?What methods and techniques the worker uses?What machines, tools, and equipment the worker uses?What materials, products, subject matter, or services the worker produces?

II. JOB REQUIREMENTS

Refer to education, experience, licenses, and other personal characteristics an individual needs to perform the job content.2 Factors which defines Job Requirement

on JOB ANALYSIS ARE:-1.JOB SPECIFICATION2.JOB DESCRIPTION

II. JOB REQUIREMENTS

1.Job SpecificationStatement of the needed Knowledge, Skills, and Abilities

(KSAs) of the person who is to perform the job.

2.Job Description Statement of the Tasks, Duties, and Responsibilities (TDRs) of a job to be performed

This is a written statement of what the job holder does, how it is done, under what conditions it is done and why it is done.

The job analysis approach used here for identifying the job requirement is POSITION ANALYSIS QUESTIONNAIRE (PAQ),

POSITION ANALYSIS QUESTIONNAIRE (PAQ),

POSITION ANALYSIS QUESTIONNAIRE (PAQ), takes into account human characteristics as well as task and technological factors of jobs and job classes.

A questionnaire covering 194 different tasks that, by means of a five-point scale, seeks to determine the degree to which different tasks are involved in performing a particular job

The PAQ Identifies and Analyzes The Following Job Aspects:

1.Information sources critical to job performance

2.Information processing and critical decision making related to job performance

3.Physical activity and dexterity related to the job

4. Interpersonal relationships required for the job

5. Reactions of individuals to working conditions

Job Requirements

Job Requirements

RecruitmentRecruitment

SelectionSelection

Performance Appraisal

Performance Appraisal

Training and Development

Training and Development

Compensation Management

Compensation Management

Determine recruitment qualifications

Determine recruitment qualifications

Provide job duties and job specifications for selection process

Provide job duties and job specifications for selection process

Provide performance criteria for evaluating employees

Provide performance criteria for evaluating employees

Determine training needs and develop instructional programs

Determine training needs and develop instructional programs

Provide basis for determining employee’s rate of pay

Provide basis for determining employee’s rate of pay

RELATIONSHIP OF JOB REQUIREMENTSTO OTHER HRM FUNCTIONS

SPECIMEN OF JOB DESCRIPTION

TITLE : COMPENSATION MANAGER

Code : HR/2310

Department : Human Resource Department

Summary : Responsible for the design and administration of employee compensation programmes.

Duties v Conduct job analysis.

v Prepare job descriptions for current and projected positions.

v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.

v Insure that company’s compensation rates are in tune with the company’s philosophy.

v Relate salary to the performance of each employee.

Report to : Director, Human Resource Department.

SPECIMEN OF JOB SPECIFICATION

Education : MBA with specialization in HRM/MA in social work/PG Diploma in HRM/MA in industrial psychology.

: A degree or diploma in Labour Laws is desirable.

Experience : At least 3 years’ experience in a similar position in a large manufacturing company.

Skill, Knowledge, Abilities : Knowledge of compensation practices in competing industries, of job analysis procedures, of compensation survey techniques, of performance appraisal systems.

Skill in writing job descriptions, in conducting job analysis interviews, in making group presentations, in performing statistical computations

Ability to conduct meetings, to plan and prioritize work.

Work Orientation Factors : The position may require up to 15 per cent travel.

Age : Preferably below 30 years.

III. JOB CONTEXTJob context refers to factors such as the:

Physical demands and working conditions of the job

Degree of accountability and responsibility

Extent of supervision required or exercised

Consequences of error

Job context describes the environment

within which the job is to be performed

CRITICAL INCIDENT METHOD OF JOB ANALYSIS

Job analysis method by which job tasks are identified that are critical to job success.

The job analyst writes five to ten important task statements for each job under study.

TASK INVENTORY METHOD OF JOB ANALYSIS

An organization-specific analysis developed by identifying—with the help of employees and managers—a list of tasks and their descriptions that are components of different jobs

OTHER METHODS OF JOB ANALYSIS

PREVIOUS STUDIES : The analyst keeps the past record of the employees and keeps the previous experiences and issues related to the job analysis process of the organization.

WORK DIARIES :Workers keep a chronological diary/ log of what they do and the time spent on each activity.

JOB RANGE JOB DEPTH

Number of tasks a

person is expected

to perform while

doing a job

The more tasks

required, the

greater the job

range

Degree of influence

or discretion that

an individual

possesses to

choose how a job

will be performed.

JOB DESIGNS: THE RESULTS OF JOB ANALYSIS

Herzberg introduced the concept of work design

He concluded that workers were

happier

on their jobs based on intrinsic

value of

the job itself(personal growth,

higher responsibility ,sense of

achievement

and recognition).

Work motivation and higher

productivity

can be achieved if appropriate

changes

are incorporated in the job design.

FREDERICK IRVING HERZBERG

JOB DESIGN TECHNIQUES

JOB SIMPLIFICATION

JOB ENLARGEMENT

JOB ROTATION

JOB ENRICHMENT

JOB DESIGNS: THE RESULTS OF JOB ANALYSIS

Variety of task of similar nature : Job Enrichment

Variety of tasks of different nature : Job Rotation

Few tasks of similar nature : Job Simplification

Few tasks of different nature : Job Enlargement

No of Tasks (Job Depth)

Task complexity ( Job Range )

JOB SIMPLIFICATION

Jobs are broken down into very small parts where a fragment called “task” is

repeatedly done over and over again by the same individual.

ADVANTAGES

•Employee therefore is paid

higher rewards.

•Productivity is high.

•Achieves specialization.

•Training cost to the

organization is practically

negligible.

DISADVANTAGES

• A worker is likely to get bored

and remain absent frequently.

•Quality and quantity may suffer

in the long run due to frustration.

•Organization may have to attract

workers by offering higher wages

JOB ENLARGEMENT

Job Enlargement means where two or more simple

tasks are combined and allotted to an employee

Eg: As in the case of vehicle driver, apart from driving he can

undertake the job of maintenance of the vehicle.

Increases job range, but not depth

Advantage :

More Variety In A Job

Acquiring Additional Proficiency.

Dissatisfaction Of Employees Can Not Be Avoided After A Long

Period Due To Boredom.

JOB ENRICHMENT

The concept of job enrichment was developed by

Fredrik Herzberg in the 1950s.

Job enrichment involves providing an employee

with more responsibility for a job and challenges

the individual’s skills at work.

Enrichment involves increasing the decision-

making authority and encouraging the employee

with their tasks.

ADVANTAGES DISADVANTAGES

Job enrichment is useful to both

the workers and the organization.

The worker gets achievement,

recognition and self-actualization.

The worker gets a sense of belonging

to the organization.

The worker finds the job meaningful.

Job enrichment reduces absenteeism,

labour- turnover and grievances.

It motivates the workers to give best performance.

In many cases, job enrichment

does not give the expected results.

It makes many changes in the

job. So many workers oppose it.

It has limited use for highly

skilled managers and professionals.

The consent of workers is not taken

before implementing job enrichment.

Managers force the workers to

accept job enrichment, which is not

good.

JOB ENRICHMENT : MERITS & DEMERITS

JOB ENRICHMENT V/S JOB ENLARGEMENT

Job Enrichment Job Enrichment + Job Enlargement

Routine Job Job Enlargement

No. of Task

Focus of Depth

JOB ROTATION

Job rotation refers to a

technique where the

employee is periodically

rotated from one job to

another within the work

design.

It involves moving

employees among

different jobs over a

period of time

1.Variety of skills:o Improve and increase the skills of the employee due

to organization as well as the individual benefit.

2.Improves earning capacity: o Due to job enlargement the person learns many new

activities.o Such people apply for jobs to other companies and

can bargain for more salary.

3.Wide range of activities:o Since a single employee handles multiple activities

the company can try and reduce the number of employee’s.

ADVANTAGES OF JOB ROTATION

1. Frequent interruption:

o A person who is doing a particular job and get it

comfortable suddenly finds himself shifted to

another job or department this interrupts the

work in both the departments

2. Reduces uniformity in quality:

o when a new worker I shifted or rotated in the

department, he takes time to learn the new job,

makes mistakes in the process and affects the

quality of the job.

DISADVANTAGES OF JOB ROTATION

CONCLUSIONJob analysis (also known as Work analysis) is a family of

procedures to identify the content of a job in terms of

activities involved and attributes or job requirements

needed to perform the activities. Job analysis provide

information to organizations which helps to determine

which employees are best fit for specific jobs.

Job design (also referred to as work design or task design)

is the specification of contents, methods and relationship of

jobs in order to satisfy technological and organizational

requirements as well as the social and personal

requirements of the job holder .The aim of a job design is to

improve Job Satisfaction, to improve through-put, to

improve quality and to reduce employee problems (e.g.,

grievances, absenteeism).