the analysis & design of work

8/7/2019 The analysis & Design of work

1/25

Winter 2005 MGT460 1

The Analysis and

Design of Work


2/25


Class Objectives

Job requirements and HRM functions

Job analysis

The National Occupation Classification (NOC) How to conduct a job analysis

Job descriptions

Job design

Job characteristics

Teams and work schedules


3/25


Work: Ways to categorize

OCCUPATIONS

Broad

Narrow (4-digit NOC)

JOB FAMILIES

JOBS

POSITIONS


4/25


Relationship of Job Requirements

to Other HRM FunctionsJob RequirementsJob Requirements

RecruitmentRecruitment

SelectionSelection

PerformancePerformance

AppraisalAppraisal

Training andTraining andDevelopmentDevelopment

CompensationCompensation

ManagementManagement

Determine recruitment qualificationsDetermine recruitment qualifications

Provide job duties and jobProvide job duties and job

specifications for selection processspecifications for selection process

Provide performance criteria forProvide performance criteria for

evaluating employeesevaluating employees

Determine training needs and developDetermine training needs and developinstructional programsinstructional programs

Provide basis for determiningProvide basis for determining

employees rate of payemployees rate of pay


5/25


The NOC and Job Analysis

National Occupational Classification(NOC)

A systematic occupational classificationstructure based on interrelationships of jobtasks and requirements.

Contains standardized and comprehensivedescriptions of twenty-five thousand jobs

Divides work into 9 broad categories and 5skill levels


6/25


9 Broad Occupational Categories

Business, Finance and Administration

Natural and Applied Science

Health

Social Science, Education, Government and Religion Arts, Culture, Recreation, and Sports

Sales and Service

Trades, Transport and Equipment

Occupations unique to primary industry

Occupations unique to processing, manufacturing andutilities


7/25


5 Skill Levels

1a. Senior management

1b. Middle & other managers

2. Professional

3. Technical, para-professional, skilled4. Skill level C

(e.g., clerical, assisting, intermediate sales)

5. Skill level D(e.g., elemental service, trades helpers, laborers)


8/25


The NOC: HR Example

1 Business, Finance & Administration

11 Professional occupations in business

and finance 112 Human resources & business

services

1112 Specialist in Human Resources

http://www23.hrdc-drhc.gc.ca/2001/e/groups/1121.shtml


9/25


Quick Search

GO

Find an occupational description byentering its four-digit NOC code.

1121 Specialists in Human Resources

Specialists in human resources develop, implement and evaluate human resources and labour relationspolicies, programs and procedures and advise managers and employers on personnel matters. Specialistsin human resources are employed throughout the private and public sectors, or they may be self-employed.

Example Titles

business agent, labour organizationclassification officerclassification specialistcompensation research analystconciliatorconsultant, human resourcesemployee relations officeremployment equity officerhuman resources research officer

ob analystlabour relations officermediatorunion representativewage analyst

>>View all titles


10/25


Quick Search

GO

Find an occupational

description by entering its

four-digit NOC code.

1121 Human Resources SpecialistsMain duties

Specialists in human resources perform some or all of the following duties:

y Plan, develop, implement and evaluate personnel and labour relations strategies includingpolicies, programs and procedures to address an organisation's human resource requirements

y Advice mangers and employees on the interpretation of personnel policies, compensation andbenefit programs and collective agreements

y Negotiate collective agreements on behalf of employers or workers, mediate labour disputesand grievances and provide advice on employee and labour relations

y Research and prepare occupational classifications, job descriptions, salary scales andcompetency appraisal measures and systems

y Plan and administer staffing, total compensation, training and career development, employeeassistance, employment equity and affirmative actions programs

y Manage programs and maintain human resources information and related records systems

y Hire and oversee training of staff

y Co-ordinate employee performance and appraisal programsy Research employee benefit and health and safety practices and recommend changes or

modifications to existing policies.

Employment requirements

y A university degree or college diploma in a field related to personnel management, such asbusiness administration, industrial relations, commerce or psychologyorCompletion of a professional development program in personnel administration is required.

y Some experience in a clerical or administrative position related to personnel administrationmay be required.

Additional information

y Progression to management positions is possible with experience.

Classified elsewhere

y Human Resources Managers (0112)

y Personnel and Recruitment Officers (1223)

y Personnel Clerks (1442)

y Professional Occupations in Business Services to Management(1122)

y Training officers and instructors (in 4131College and OtherVocational Instructors)


11/25


Performing Job Analysis

Select jobs to study

Determine information to collect: tasks,responsibilities, and skill requirements

Identify sources of data: Employees,supervisors/managers

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

Evaluate and verify data collection: Otheremployees, supervisors/managers

Write job analysis report


12/25


Approaches to Job Analysis

Functional Job Analysis (FJA)

Quantitative approach to job analysis thatutilizes a compiled inventory of the variousfunctions or work activities that can make upany job.

Assumes that each job involves three broadworker functions: (1) data, (2) people, and (3)

things (4)* worker instruction, (5)* reasoning,(6)* math and (7)* language (*added to mostrecent version).


13/25


Approaches to Job Analysis

(continued) Position Analysis Questionnaire (PAQ)

A copyrighted questionnaire that is used todetermine the degree to which different tasks

are involved in performing a particular job. Critical Incident Method

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

HRIS and Job Analysis

Human resource information systems (HRIS)help automate the process of job analysis.


14/25


Job Analysis in a Changing

Environment How might rapid changes in technology,

organizational downsizing, or

reengineering be a problem for jobanalysis?

What are issues with a future-oriented or a

competency-based job analysis?


15/25


Job Description Elements

Job Title Indicates job duties and organizational level

Job Identification

Distinguishes job from all other jobs

Job Duties Indicate responsibilities entailed and results to be

accomplished

Job Specifications (job requirements)

Skills required to perform the job and physicaldemands of the job


16/25


University of TorontoJob Posting

United Steelworkers of merica (USW )

This Posting is restricted to Staff Appointed Employees in the USWA Local 1998 Bargaining Unit.

The University of Toronto is strongly committed to diversity within its community. The University especially welcomes applications from visibleminority group members, women, Aboriginal persons, persons with disabilities, members of sexual minori ty groups, and others who maycontribute to the further diversification of ideas.

Job Posting No.:Position Status:

192vailable

Posting Date:losing Date:

September 17, 2004September 24, 2004

No late applicationswill be considered.

Position Title:Pay Scale Group:

Student Liaison OfficerAA1/07N

Department: Joseph L. Rotman School Of Management

Hiring Rate: $36,664 with an annual step progression to a maximum of $46,847

ppointment Type: Budget - ontinuing

Position Summary:

Reporting to the Director, Corporate Connections Centre, the Student Liaison Officer will be responsible for providingadministrative support to the Director and to the staff of the Corporate Connections Centre. These responsibilities includereceptionist duties, updating and maintaining all CCC databases, a ssisting in the production of the resume directory, mailings forrecruiting campaigns, and participating in all related data collection. The Officer will manage all general student and companyinquiries and will be responsible for redirecting those beyond the scope of this position to the appropriate CCC staff member. Theincumbent must be knowledgeable about all of the CCC activities, events, and recruitment activities in order to handle aconsiderable volume of inquiries, both in person, via e-mail and telephone in an effective, efficient and accurate manner. TheOfficer will also be responsible for maintaining the CCC's Resource Library, assist in compiling CCC statistics, and other duties asassigned by the Director.


17/25


University of TorontoJob Posting

United Steelworkers of America (USWA)

Minimum Qualifications

Education: Post-secondary education preferred or an equivalent combination of education and experience.

Experience: Substantial experience in customer service role; strong interpersonal skills with diverse client profiles;experience in managing database and database reporting functions; experience in handling many taskssimultaneously; comfortable with managing tight deadlines.

Skills: Computer skills in Microsoft Office & related software, data entry/contact management systemexperience, service orientation, highly organized with attention to detail, strong interpersonal skills andmust be able to work effectively in an unstructured environment.

Other: Must be flexible in terms of scheduling as the hours of employment fluctuate throughout the schoolyear. Must be professional and reliable in dealing with sensitive and confidential material.

Please submitRsum andCover Letter to:

Diane Hughes-LeacockHR Services CoordinatorJoseph L. Rotman School of Management Human Resources Office

105 St. George StreetToronto, Ontario M5S 3E6E-MAIL: [email protected]: (416) 946-5975

All employees are required to supply theirpersonnel numbers with their applications. Employees in the USWA Redeployment Pool are required toidentify their Redeployment Pool status on their applications. The University of Toronto thanks all applicants for their interest. However, only those

applicants considered for a job posting will be contacted.


18/25


Problems with Job Descriptions

If poorly written, they provide little guidance to

the jobholder.

They are not always updated as job duties orspecifications change.

They may violate the law by containing

specifications not related to job success.

They can limit the scope of activities of thejobholder, reducing organizational flexibility.


19/25


Job Characteristics Model

Job

Characteristics

Skill variety

Task identityTask

significance

Autonomy

Feedback

Psychological

StatesMeaningfulness

of the work

performedResponsibility for

work outcomes

Knowledge of the

results of the

work

performed.

Job

OutcomesImproved work

performance

IncreasedInternal

motivation

Lower

absenteeism

and turnover


20/25


The Dynamics of Employee

Involvement Groups

Source: Adapted from materials prepared by The Family and Relationship Center, 7946 Ivanhoe Avenue, La Jolla, CA 92037.


21/25


Forms of Employee Teams

Cross-Functional Team

A group staffed with a mix of specialists (e.g.,

marketing, production, engineering) and

formed to accomplish a specific objective. Project Team

A group formed specifically to design a new

product or service. Members are assigned by

management on the basis of their ability to

contribute to success.


22/25



Self-Directed Team

Groups of highly trained individuals performing a set

of interdependent job tasks within a natural work unit.

Task Force Team

A task force is formed by management to immediately

resolve a major problem.

The group is responsible for developing a long-term plan

for problem resolution that may include a charge for

implementing the solution proposed.


23/25



Process-Improvement Team A group of experienced people from different

departments or functions and charged with improving

quality, decreasing waste, or enhancing productivity inprocesses that affect all departments or functionsinvolved. Team members are normally appointed bymanagement.

Virtual Team A group with widely dispersed members linked

together through computer and telecommunicationstechnology.


24/25


Changing Structure of Work

Attachment to organization

Location Telecommuting

Hours

General move to flexibility

Compressed workweek

Flexitime

Job sharing

Depends on work being done, organization, environment


25/25


Work To Be Done in Organization

Individual (job

design)

Group Work

Schedules

Behav-

ioral

Job

Analysis &

descrip-

tions

Enrichment

Jobcharacteristics

Employee

empowerment

Employee

involvement

groups

Employee

teams

Compressed

workweek

Flextime

Job sharing

Tech-nology Industrialengineering

Ergonomics

Virtual teams Tele-commuting

the analysis & design of work

Documents