Work Flows and Job DesignWork Flows and Job Design

MANA 3320 MANA 3320

Dr. Jeanne MichalskiDr. Jeanne Michalski

What is a Job?What is a Job?

Position vs. JobPosition vs. Job Essential vs. marginal job functionsEssential vs. marginal job functions Job SpecificationsJob Specifications

The knowledge, skills, and abilities (KSAs) The knowledge, skills, and abilities (KSAs) required of the personrequired of the person who is to perform the who is to perform the jobjob

Griggs v Duke Power Griggs v Duke Power requires that job requires that job specifications used in selection must relate specifications used in selection must relate specifically to the duties of the job.specifically to the duties of the job.

Job AnalysisJob Analysis

Systematic process for collecting information Systematic process for collecting information on the important work-related aspects of a on the important work-related aspects of a job.job.

1.1. Work activities – what the worker does, how and Work activities – what the worker does, how and why these activities are conducted.why these activities are conducted.

2.2. Tools and equipment used in performing work Tools and equipment used in performing work activities.activities.

3.3. Context of the work environment, such as work Context of the work environment, such as work schedule or working conditions.schedule or working conditions.

4.4. Requirements for performing the job – KSA’s.Requirements for performing the job – KSA’s.

Job Analysis Applications Job Analysis Applications

HR PlanningHR Planning Recruitment: job descriptions and want Recruitment: job descriptions and want

adsads Selection: job requirements and Selection: job requirements and

qualificationsqualifications Pricing jobsPricing jobs Training and DevelopmentTraining and Development Performance ManagementPerformance Management

Job AnalysisJob AnalysisGather and analyze job information through:Gather and analyze job information through:

Interviews:Interviews: Functional Job Analysis Functional Job Analysis Critical IncidentsCritical Incidents

QuestionnairesQuestionnaires Functional Job Analysis Functional Job Analysis PAQPAQ

Observation: motion study Observation: motion study Diaries: time studyDiaries: time study O*NetO*Net

Job DescriptionsJob Descriptions

Identifying Identifying InformationInformation

Job TitleJob Title Exempt or Non-Exempt or Non-

exempt exempt Full-time or Part-time Full-time or Part-time Gender neutralGender neutral

SummarySummary Brief descriptionBrief description Place in org. structurePlace in org. structure

Job DescriptionsJob Descriptions

Duties and ResponsibilitiesDuties and Responsibilities What does the person do?What does the person do? How do those tasks get done?How do those tasks get done? Under what conditions?Under what conditions? Using what materials?Using what materials?

Requirements and QualificationsRequirements and Qualifications KSA’sKSA’s Certifications or degreesCertifications or degrees Appropriate for the jobAppropriate for the job

Task StatementsTask Statements

Characterize activities with action verbs.Characterize activities with action verbs. Tasks have identifiable beginnings and Tasks have identifiable beginnings and

endings.endings. Identifiable outputs or consequences.Identifiable outputs or consequences. Mean the same thing to all respondents.Mean the same thing to all respondents. Non-trivial but complete.Non-trivial but complete. What the worker does, how they do it, to What the worker does, how they do it, to

who or what and why?who or what and why?

Essential Job FunctionsEssential Job Functions

Essential FunctionsEssential Functions Statements in the job description of job duties Statements in the job description of job duties

and responsibilities that are critical for success and responsibilities that are critical for success on the job.on the job.

A job function is essential if:A job function is essential if: The position exists to perform the function.The position exists to perform the function. A limited number of employees are available to A limited number of employees are available to

perform the function.perform the function. The function is specialized, requiring needed The function is specialized, requiring needed

expertise or abilities to complete the job.expertise or abilities to complete the job.

KSA’s DefinedKSA’s Defined

KnowledgeKnowledge: A body of information (typically of a : A body of information (typically of a factual or procedural nature) that required for factual or procedural nature) that required for successful completion of a task.successful completion of a task.

SkillSkill: An individual’s level of competency or : An individual’s level of competency or proficiency in performing a specific task. Usually proficiency in performing a specific task. Usually be expressed in numerical terms.be expressed in numerical terms.

AbilityAbility: A more general, enduring trait or : A more general, enduring trait or capability an individual possesses when he or she capability an individual possesses when he or she first performs a task.first performs a task.

KSA’s DefinedKSA’s Defined

Knowledge: Knowledge: Various engineering fields and terms.Various engineering fields and terms. DOT regulationsDOT regulations

Skills:Skills: Typing 50 words per minute without error.Typing 50 words per minute without error. Basic PC operations including email.Basic PC operations including email.

Abilities:Abilities: Writing and edit business correspondence.Writing and edit business correspondence. Interviewing clients for marketing information.Interviewing clients for marketing information.

O*NETO*NET

Occupational Information NetworkOccupational Information Network

Database of worker attributes and job Database of worker attributes and job characteristics. characteristics.

http://online.onetcenter.org/http://online.onetcenter.org/

HW #1HW #1

Answer the following questions:Answer the following questions: What are the primary or most important duties that you perform?What are the primary or most important duties that you perform? What are the major results of your job?What are the major results of your job? List any machines, tools, instruments, equipment, or materials you use in your List any machines, tools, instruments, equipment, or materials you use in your

job.job. Describe the previous work experience (type and amount) required to do your Describe the previous work experience (type and amount) required to do your

job.job. What kinds of knowledge, skills and abilities are required to perform your job?What kinds of knowledge, skills and abilities are required to perform your job?

Based on information from the interview, write a complete Based on information from the interview, write a complete job description including a job summary, task statements, job description including a job summary, task statements, and details of the KSA’s required for the job.and details of the KSA’s required for the job.

DUE September 8 at beginning of class - typedDUE September 8 at beginning of class - typed

Organizational VarianceOrganizational Variance

Healthy organizations invariable have a Healthy organizations invariable have a preponderance of “good workers” – People preponderance of “good workers” – People who are highly motivated and derive who are highly motivated and derive satisfaction from what they do.satisfaction from what they do.

Unhealthy organizations overloaded with Unhealthy organizations overloaded with poorly motivated dissatisfied workers.poorly motivated dissatisfied workers.

What accounts for the difference?What accounts for the difference?

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Work: The Individual Work: The Individual PerspectivePerspective

MotivationMotivation

That which energizes, sustains and directs That which energizes, sustains and directs human behaviorhuman behavior

Mangers need to understand what Mangers need to understand what motivates employeesmotivates employees

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MotivationMotivation Two-Factor TheoryTwo-Factor Theory

MotivatorsMotivators― derive from the work itself; responsibility, ― derive from the work itself; responsibility, recognition, achievement opportunities for advancement . . recognition, achievement opportunities for advancement . .

Hygiene factorsHygiene factors― work environment; working conditions, ― work environment; working conditions, pay company policies, job security, relationships. . .pay company policies, job security, relationships. . .

Goal-Setting Theory Clear, challenging, attainable Feedback very important

Job Enrichment Job Enrichment

Definition:Definition: A technique used to redesign work with the A technique used to redesign work with the

purpose of initiating organizational change purpose of initiating organizational change while increasing employee motivation and job while increasing employee motivation and job satisfaction.satisfaction.

Underlying AssumptionUnderlying Assumption Increased motivation and satisfaction lead to Increased motivation and satisfaction lead to

improved performance.improved performance.

Design of Work SystemsDesign of Work Systems

Job Specialization Job Specialization Based on Frederick Taylor’s Scientific ManagementBased on Frederick Taylor’s Scientific Management Creates jobs with very narrow task (activity) assignments.Creates jobs with very narrow task (activity) assignments. Resulted in high efficiency, quickly achieved job Resulted in high efficiency, quickly achieved job

competency, low training costs, but also created competency, low training costs, but also created monotonous jobs.monotonous jobs.

OROR Job EnrichmentJob Enrichment

Started with Hawthorne ExperimentsStarted with Hawthorne Experiments Increasing the amount of responsibility for quality and Increasing the amount of responsibility for quality and

productivity that employees have for their own work.productivity that employees have for their own work.

Job DesignJob Design

Job Enrichment (Herzberg)Job Enrichment (Herzberg) ““Vertical Enrichment” of jobsVertical Enrichment” of jobs Increasing duties and responsibilitiesIncreasing duties and responsibilities

Job Characteristics Model (Hackman & Job Characteristics Model (Hackman & Oldham)Oldham)

Five characteristics of motivating jobsFive characteristics of motivating jobs

Employee Empowerment / InvolvementEmployee Empowerment / Involvement

Five Core Job CharacteristicsFive Core Job Characteristics

Skill varietySkill variety

Task identityTask identity

Task significanceTask significance

AutonomyAutonomy

FeedbackFeedback

Five Core Job CharacteristicsFive Core Job Characteristics Skill varietySkill variety

The extent to which the work The extent to which the work allows an employee to use a allows an employee to use a variety of acquired skills.variety of acquired skills.

Task identityTask identity The extent to which work allows The extent to which work allows an employee to complete a whole an employee to complete a whole or identifiable piece of work.or identifiable piece of work.

Task significanceTask significance The extent to which the The extent to which the employee perceives that his/her employee perceives that his/her work is important and meaningful work is important and meaningful to those in the organization or to to those in the organization or to those outside the organization.those outside the organization.

AutonomyAutonomy The extent to which the The extent to which the employee is able to work and employee is able to work and determine work procedure at determine work procedure at her/his own discretion.her/his own discretion.

FeedbackFeedback The extent to which the work The extent to which the work allows the employee to gain allows the employee to gain a sense of how well job a sense of how well job responsibilities are being responsibilities are being met.met.

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Job Characteristics TheoryJob Characteristics Theory

Job Enrichment and Job Enrichment and Reengineering at GTEReengineering at GTE

Job Enrichment Components

Pre Post

Feedback 5.13 5.39*

Autonomy 5.04 6.00*

Task Identity 5.24 5.47*

Skill Variety 5.44 5.89*

Task Significance

5.67 6.10*

Overall Job Enrichment

5.46 5.90*

* Indicates a statistically significant difference between ratings of job before and after Process Re-engineering

Job Enrichment Survey ItemsJob Enrichment Survey Items I have autonomy in my job. That is my job permits I have autonomy in my job. That is my job permits

me to decide me to decide on my own on my own how to go about doing the how to go about doing the work.work.

My job involves doing a My job involves doing a whole and identifiable piece whole and identifiable piece of work.of work. That is, the job is a complete piece of work That is, the job is a complete piece of work that has an obvious beginning and end.that has an obvious beginning and end.

There is There is varietyvariety in my job. That is, the job requires in my job. That is, the job requires me to do many things at work, using a variety of my me to do many things at work, using a variety of my skills and talents.skills and talents.

In general, my job is In general, my job is significant or importantsignificant or important. That is, . That is, the results of my work are likely to significantly affect the results of my work are likely to significantly affect the lives and wellbeing of other people.the lives and wellbeing of other people.

Managers or co-workers Managers or co-workers let me know well I am doing let me know well I am doing my job.my job.

Job Design ExamplesJob Design Examples

Job enrichment at Aetna InsuranceJob enrichment at Aetna Insurance Involved line workers in reorganizationInvolved line workers in reorganization Assigned people to accounts instead of individual Assigned people to accounts instead of individual

functions.functions. Job rotation, direct feedback from clientsJob rotation, direct feedback from clients

Employee Involvement and new assembly Employee Involvement and new assembly lines.lines.

Locating work decisions at the lowest level possible.Locating work decisions at the lowest level possible. Training in statistics, quality and decision-making skills.Training in statistics, quality and decision-making skills. Additional information on business performance.Additional information on business performance. Incentives to motivate employees towards company goals.Incentives to motivate employees towards company goals.

Employee EmpowermentEmployee Empowerment ParticipationParticipation

Authority to change job processes?Authority to change job processes? Self-managed teamsSelf-managed teams

InformationInformation Is business information shared?Is business information shared? Does the job involve performance feedback?Does the job involve performance feedback?

Innovation Innovation Is the organization receptive to new ideas?Is the organization receptive to new ideas?

Rewards / AccountabilityRewards / Accountability Are rewards contingent on individual performance?Are rewards contingent on individual performance?

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Work: The Group PerspectiveWork: The Group Perspective

TeamsTeams:: Small number of peopleSmall number of people With complementary skillsWith complementary skills Work together Work together

Vital in flat and Vital in flat and

boundaryless orgs.boundaryless orgs.

Forms of Employee TeamsForms of Employee Teams

Cross-Functional Teams Cross-Functional Teams Project TeamsProject TeamsSelf-Directed TeamsSelf-Directed TeamsTask Force TeamsTask Force TeamsProcess-Improvement Process-Improvement

TeamsTeamsVirtual TeamsVirtual Teams

Forms of Employee TeamsForms of Employee Teams

Cross-Functional Teams Cross-Functional Teams Permanent teams of mixed specialists with common goal.Permanent teams of mixed specialists with common goal.

Project TeamsProject TeamsTemporary teams typically organized to develop a new Temporary teams typically organized to develop a new

product or service.product or service. Self-Directed TeamsSelf-Directed Teams

Permanent Highly trained individuals autonomously Permanent Highly trained individuals autonomously performing a set of interdependent job tasks within a natural work performing a set of interdependent job tasks within a natural work unit.unit.

Task Force TeamsTask Force TeamsTemporary teams typically organized to solve a major problem.Temporary teams typically organized to solve a major problem.

Process-Improvement / Quality TeamsProcess-Improvement / Quality TeamsTeams organized to monitor quality and improve processesTeams organized to monitor quality and improve processes

Virtual TeamsVirtual TeamsA group with widely dispersed members linked together A group with widely dispersed members linked together

through computer and telecommunications technology.through computer and telecommunications technology.

Characteristics of Successful Characteristics of Successful TeamsTeams

Commitment to shared goals and objectivesCommitment to shared goals and objectivesMotivated and energetic team membersMotivated and energetic team membersOpen and honest communicationOpen and honest communicationShared leadershipShared leadershipClear role assignmentsClear role assignmentsClimate of cooperation, collaboration, trust, Climate of cooperation, collaboration, trust,

and accountabilityand accountabilityRecognition of conflict and its positive Recognition of conflict and its positive

resolutionresolution