job analysis, job design, and the job description

HA 7712: Human Resource Management Professor Sturman, Spring 2010

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 JobModern 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


Gathering Total Job Information

How is the product delivered?

Issue HR Process ResultWork flow

analysisJob List

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


Output

What You Should Know About a JobWhat You Should Know About a Job

Raw Inputs

What materials, data, and information are needed?

EquipmentWhat special equipment, facilities, and systems are needed?

HumanResources

What knowledge,skills, and abilities (KSAs)are needed by thosePerforming the task

ActivitiesWhat tasks arerequired in theproduction of theoutput?

What product,information, orservice is provided?How is the outputmeasured?


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 QUALITY HR Metrics


Design Jobs for Efficiency

• Basis of classical industrial engineering

• Scientific method (one best way to perform a job)

• Time motion studies


Design for Human Capital Capabilities• Person versus machine

• Cost of labor / Worker efficiency

• Regulations• Pay and benefit requirements• Working conditions


Deign Jobs for Motivation• 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• Methods to make a job more interesting and satisfying

• Job enlargement

• Job enrichment

• Self-managed work teams


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


Design to Fit Scheduling Demands/Preferences

• Company needs• Customer demand• Efficiency

• Employee preferences• Flex time• Job sharing• Telecommuting


Job Analysis as the Cornerstone of HR• Planning

• Staffing

• Training

• Performance Appraisal

• Compensation


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


Job Analysis Methods

• Observation

• Interviewing

• Questionnaires

• Computerized systems

• On-line sources


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


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


Writing the Job Description the Job DescriptionWriting the Job Description 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

job analysis, job design, and the job description

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