topic 3 job analysis & design

8/2/2019 Topic 3 Job Analysis & Design

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TOPIC 3 JOB ANALYSIS (JA) & JOB

DESIGN

BBBP 2103 Human Resource Management

Open University Malaysia (OUM)

M Faisal Kamaruddin


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DEFINITION

Job analysis - Systematic process of

determining skills, duties, and knowledge

required for performing jobs in organization. In

short, it is the process of getting detailedinformation about jobs.

Job - Consists of group of tasks that must be

performed for organization to achieve its goals

Position - Collection of tasks and

responsibilities performed by one person; there

is a position for every individual in organization


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Staffing- Haphazard if recruiter does not knowqualifications needed for job

Training and Development - If specification listsparticular knowledge, skill, or ability, and person

filling position does not possess all necessaryqualifications, training and/or development isneeded

Performance Appraisal - Employees should beevaluated in terms of how well they accomplish the

duties specified in their job descriptions and anyother specific goals that may have beenestablished

Compensation Value of job must be knownbefore dollar value can be placed on it

WHY JA IMPORTANT TO HR MANAGERS

?


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WHY JA IMPORTANT TO HR MANAGERS ?

(CONTD)

Safety and Health Helps identify safety and

health considerations

Employee and Labor Relations Lead to more

objective human resource decisions

Legal Considerations Having done job

analysis important for supporting legality of

employment practices Work Redesign JA will provide the detailed

information needed about existing job before

any work redesign can be conducted


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WHY JA IMPORTANT TO HR MANAGERS ?

(CONTD)

Human Resource Planning Helps the

planners to analyse human resource needs in a

dynamic environment by providing accurate

information about the levels of skills required invarious jobs in ensuring enough individuals are

available in the organization to meet human

resource needs.


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SYSTEMATIC APPROACH OF JA

What job

to

analyse

Duties

Responsibilities

Skill

Source of data

Method

Interview

Survey

Observation Records

Evaluate &

validate

JOB ANALYSIS REPORT


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WHAT IS JD?

Document that states

tasks, duties, and

responsibilities of job Vitally important job

descriptions are both

relevant and accurate


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CONTENT OF A JD?

Job Identification Job title, department,

reporting relationship, and job number or code

Job Analysis Date Aids in identifying job

changes that would make description obsolete

Job Summary Concise overview of job

Duties Performed Major duties


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CONNECTING JA TO JD & JS


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Tasks Responsibilities Duties

Job

Analysis

Job Descriptions

Job

Specifications

Knowledge Skills Abilities

Staffing

Training and

Development

Performance Appraisal

CompensationSafety and Health

Employee and Labor

Relations

Legal Considerations

INTEGRATING JA


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JA PROCESS


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JOB ANALYSIS APPROACH

Qualitative Methods

Interview

Survey

Observations

Journals and Records


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Quantitative Methods

Functional Job Analysis (FJA) - assumes that every

job will involve execution of specific employees

functions


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Quantitative Methods (contd) Position Analysis Questionnaire (PAQ) - quantitative survey

method that covers 194 items on employee orientedduties. It covers:

Information input (where and how the worker gets informationneeded to perform the job)

Mental processes(the reasoning, decision making, planning, andinformation processing activities that are involved in performingthe job)

Work output (physical activities, tools, and devices used on thejob),

Relationships with other persons(the relationships with otherpeople required in performing the job)

Job context (the physical and social contexts of work)

Other characteristics(the activities, conditions and characteristicsother than those previously described)


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Quantitative Methods (contd)

Critical Incident Method - important work duties are

identified to determine the success of a job

Softwares designed specifically to analyse jobs andcome up with job descriptions and specification

based on the analysis


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SAMPLE OF JD


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JOB DESIGN

The process of defining the way the work will beperformed and the task that will be required in

a given job.

Job redesign is the process of changing thetasks or the way work is performed in an

existing job.

Additional reading material Job Design:Approaches, Outcomes, and Trade-Offs by

Michael A. Champion and Paul W. Thayer


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BEHAVIOURAL MATTERS (MOTIVATIONAL

APPROACH) Focus on the job characteristics that affect

psychological meaning and motivational potential

Normally involves job structuring, including job

enlargement, reengineering and job enrichment

Herzbergs Two-Factor theory argued that key to

motivating employees was not through monetary

incentives but through the redesign of jobs tomake their work meaningful


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APPROACH) Job Enrichment - to stimulate a job by increasing

meaningful tasks and obligations to give moresatisfaction to employees

Increasing the difficulty level and the responsibilities of

a job

Giving employees opportunities to maintain authorityand empowerment of their work

Conducting a one on one work performance report with

the employee Increasing new tasks that requires training and

development

Assigning particular tasks individually so that

employees become experts


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Job Characteristics - three psychological stateswhere an employee shows an improvement in

his or her work performance, internal

motivation, decrease in employee absenteeismand turnover

Feeling a sense of meaningfulness towards work

performed

Feeling responsible towards work results

Knowing or understanding the work that has been

done


APPROACH)


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APPROACH)


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Skill variety the extent to which the job requiresa variety of skills to carry out the tasks

Task identity the degree to which a job requirescompleting a whole piece of work from beginning

to end Task significance the extent to which the job has

an important impact on the lives of other people

Autonomy the degree to which the job allows an

individual to make decisions about the way thework will be carried out

Feedback the extent to which a person receivesclear information about performance effectiveness

from the work itself


APPROACH)


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INDUSTRIAL ENGINEERING

Analysing work methods and determining thestandard work duration. It involves a study on

the work process cycle and determines the

work elements that need to be changed,merged, rearranged or eliminated so that the

work duration needed to complete the work

process cycle can be lessened


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ERGONOMIC MATTERS

Disciplinary approach in designing equipmentswith a system that can be used easily and

effectively by employees


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INCREASE EMPLOYEE

CONTRIBUTIONS Employee Involvement Groups - group of

employees that often meet to solve problems or

to give suggestions for the process of

organisation improvement


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INCREASE EMPLOYEE

CONTRIBUTIONS Employee Teams - work functions are delegated

to groups and not to individuals

Cross-functional Teams

Project Teams Self-directed Teams

Task Force Teams

Process-improvement Teams

Virtual Teams

topic 3 job analysis & design

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