Chapter 4.ppt

Part 2: Staffing The Organization

Chapter 4: Redefining Jobs and Job AnalysisPrepared by Linda Eligh, University of Western Ontario

Learning ObjectivesAfter you have read this chapter, you should be able to:Discuss workflow analysis and business process re-engineering as approaches to organizational work, define job design and the importance of using teams. Explain how work schedules and telework are affecting jobs and work.Describe job analysis, and the stages in and methods used in the job analysis process.Indicate how job analysis has behavioural aspects.Identify the components of job descriptions and job specifications.

Changing Nature of Work and HR ManagementDividing Work into JobsWorkEffort directed toward producing or accomplishing results.JobA grouping of tasks, duties, and responsibilities that constitutes the total work assignment for an employee.Approaches to Understanding JobsWorkflow analysisRe-engineeringJob designJob analysisJob descriptions and job specifications

Influences Affecting Jobs, People, and Related HR Policies Fig. 4-1

Changing Nature of Work and HR ManagementWorkflow AnalysisA study of the way work (inputs, activities, and outputs) moves through an organization.Rapid growth of the Internet and web-based information systems changes workflow in organizations.

Changing Nature of Work and HR ManagementBusiness Process Re-engineering (BPR)Measures for improving such activities as product development, customer service, and service delivery.Phases of ReengineeringRethinkRedesignRetool

Job DesignJob DesignOrganizing tasks, duties, and responsibilities into a productive unit of work.Person/job FitMatching characteristics of people with characteristics of jobs.

Person/Job Fit Fig. 4-2

Job DesignJob EnlargementBroadening the scope of a job by expanding the number of different tasks to be performed.Job EnrichmentIncreasing the depth of a job by adding the responsibility for planning, organizing , controlling, and evaluating the job.Job RotationThe process of shifting a person from job to job.

Job DesignCharacteristics of Jobs (Hackman and Oldham):Skill VarietyThe extent to which the work requires several different activities for successful completion.Task IdentityThe extent to which the job includes a whole identifiable unit of work that is carried out from start to finish and that results in a visible outcome.Task SignificanceThe impact the job has on other people.

Job DesignAutonomyThe extent of individual freedom and discretion in the work and its scheduling.FeedbackAmount of information employees receive about how well or how poorly they have performed.

Job Characteristics Model Fig. 4-3

Job DesignConsequences of Job DesignMore likely to be viewed as positive by employeesHelps to distinguish good and bad jobsPositively influences worker performance, job satisfaction, and physical and mental healthUsing Teams in Jobs: Design jobs for teams where appropriateTypes of Teams:Special-Purpose TeamSelf-directed Work TeamVirtual Team

Factors Affecting Virtual Team Success Fig. 4-4

Job Design, Work Schedules, and TeleworkA job consists of:tasks an employee doesrelationships required on the jobtools the employee works withmany other elementsTwo most important job issues today:when and how work is scheduled where an employee is located when working

Work SchedulesGlobal Work Schedule DifferencesThe number of work hours in a week varies from country to country.Work Schedule AlternativesLonger daily hours (e.g., 4-day, 40 hours)Shift WorkShift differentials for evening or night shift work (e.g. 5% premium for evening shift, 6% for night shift)Compressed Work WeekA work schedule in which a full weeks work is accomplished in fewer than five 8-hour days.

Work SchedulesFlextimeA work scheduling arrangement in which employees work a set number of hours per day but vary their starting and ending times (e.g. employees work longer Mon.Thurs., leave early Friday).Job SharingA scheduling arrangement in which two employees perform the work of one full-time job.

TeleworkNew information and communication technology mean employees can work anywhere and anytime.A growing number of employers are allowing employees to work from a wide variety of locations (e.g. from home, or from home and office while sharing space with other office nomads.)TelecommutingThe process of going to work via electronic computing and telecommunications equipment.

Telework Concerns of Management and Employees Fig. 4-5

The Nature of Job AnalysisJob AnalysisA systematic way of gathering and analyzing information about the content, context, and the human requirements of jobs. Analysis may focus on tasks performed or competencies needed for job performance. Information of interest includes:Work activities and behavioursInteractions with othersPerformance standardsFinancial and budgeting impactMachines and equipment usedWorking conditionsSupervision given and receivedKnowledge, skills, and abilities needed

Job Analysis in Perspective Fig. 4-6

The Nature of Job AnalysisTask-Based Job AnalysisTaskA distinct, identifiable work activity composed of motionsDutyA larger work segment composed of several tasks that are performed by an individualResponsibilitiesObligations to perform certain tasks and duties

The Nature of Job AnalysisCompetency-Based Job AnalysisCompetenciesIndividual capabilities that can be linked to enhanced performance by individuals or teams. Includes both technical and behavioural competencies. Reasons for using a competency approach:To communicate valued behaviours within the organization.To raise competency levels throughout the organization.To emphasize peoples capabilities for enhancing the competitive advantage of the organization.

The Nature of Job AnalysisJob Analysis vs. CompetenciesTraditional task based-analysis is a defensible basis for such activities as compensation, selection and training that may be the subject of legal action by employees if they feel they have been wronged in some way. Currently there is little legal precedent regarding competency analysis, which leaves it open to legal challenge as not being documented as well as the traditional approach. For this reason, task based job analysis is more widely used.

Typical Division of HR Responsibilities in Job Analysis Fig. 4-7

Stages in the Job Analysis Process Fig. 4-8

Job Analysis MethodsJob AnalysisMethods

Typical Areas Covered in a Job Analysis Questionnaire Fig. 4-9

Job Analysis MethodsFunctional Job Analysis (FJA)Distinguishes between what gets done on a job and what workers do to get the job done.Examining data, people and things determines what gets done.Involves at least seven steps.Managerial Job AnalysisManagerial jobs do not have a clearly observable routine.Requires specialized questionnaires to examine managerial dimensions such as decision making and supervision.

Job Analysis MethodsComputerized Job Analysis Facilitates greater specificity when gathering and compiling information into a job analysis database.National Occupational Classification (NOC)Federal government database containing classification structure and descriptions of:520 occupational unit groups 30,000+ occupational titlesFeatures An intuitive search engine and an online training tutorial.NOC Matrix which shows both major and minor occupational groups and relationships between skill types and skill levels.

Behavioural Influences of Job AnalysisBehavioural Influences of Job Analysis

Determining Essential and Marginal Job Functions Fig. 4-12

Job Descriptions and Job SpecificationsJob DescriptionIdentifies the tasks, duties, and responsibilities of a job.Performance StandardsIndicates what the job accomplishes and how performance is measured in key areas of the job description.Job SpecificationLists the knowledge, skills, and abilities (KSAs) an individual needs to perform a job satisfactorily.

Sample Job Duty Statements and Performance Standards Fig. 4-13

Job Description ComponentsIdentificationJob titleReporting relationshipsDepartmentLocationDate of analysisGeneral SummaryDescribes the jobs distinguishing responsibilities and componentsEssential Functions and DutiesLists major tasks, duties and responsibilitiesJob SpecificationsKnowledge, skills, and abilitiesEducation and experiencePhysical requirementsDisclaimerOf implied contractSignature of approvals