1 [email protected] Job Design & Job Analysis Postgraduate Diploma in Business and Finance (PDBF) Program Human Resource Strategy Day 5. Activities Associated with the Management of Human Capital – Part 4 [email protected] HRM Goal: Match Person & Job Job Outcomes Performance + Satisfaction Person KSAs Talents & Interests Motivation Job Content, Context Job Content: Within the control of the person The environment surrounding the job Job Context
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Job Design & Job AnalysisPostgraduate Diploma in Business and Finance (PDBF) ProgramHuman Resource StrategyDay 5. Activities Associated with the Management of Human Capital – Part 4
HRM Goal: Match Person & Job
Job OutcomesPerformance + Satisfaction
PersonKSAs Talents & Interests Motivation
JobContent, Context
Job Content: Within the control
of the personThe environment
surrounding the job
Job Context
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Job Design• Job Design: “It is concerned with changing, modifying and enriching jobs in order to capture the talents of employees while improving organization performance.” (Bohlander and Snell, 2010)
Organizational ObjectivesTasks, duties, responsibilities
Productivity ConcernsEfficiency, Effectiveness, improvement
Behavioral ConcernsTalents, Abilities, Commitment
Ergonomic ConsiderationsHuman Physiology, Kinetics
Approaches to Job Design• Mechanistic Approach• Humanistic Approach• Job Characteristics Approach• Socio-Technical Systems Approach
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Mechanistic Approach• Work is fully planned out by the management in advance and each employee receives written instructions, describing the task to be done• Focuses on tasks, work methods and flows, workplace layout, performance standards, and interdependencies between people and machines.
Humanistic Approach• The Human Relations approach recognized the need to design jobs which are interesting and rewarding.• Herzberg’s research popularized the notion of enhancing need satisfaction through what is called job enrichment.
SATIS
FIERS
DISSA
TISFIE
RS
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Job Design and Job Enrichment• Job Rotation
• Moves employees from job to job giving them opportunities to perform a greater variety of tasks• Job Enlargement
• Expands number of tasks performed, usually at same level of responsibility• Job Enrichment
• Empowers employees to assume more responsibility and accountability
How to implement job enrichment• Vertical loading
• Allows staff to perform tasks at a range of different levels of responsibility• An employee in a vertically loaded job has some of the responsibilities that management held previously. • This approach, when implemented correctly, should lead into feelings of personal accountability and responsibility for the work outcomes .
• · Formation of natural work teams • These are small groups of workers that come together to plan how their work is best organized. • The objective is to increase ownership of the task, which contributes to the meaningfulness of work.
•
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How to implement job enrichment• Establishment of customer relationships and employee ownership of the product
• As teams become more advanced, they will be able to meet with customers and focus on the customers’ needs, not the needs of their supervisors. • There are three basic steps to achieve this:
1) the client must be identified2) The contact between the client and the worker needs to be established 3) criteria and procedures are needed by which the client can judge the quality of the product
• Employee receipt of direct feedback• Helps employees to know whether their performance is improving, staying at the same level or deteriorating.
Job Characteristics & Motivation• People undertake actions according to the probability that these actions will lead to some instrumentally valued outcome• People undertake actions to achieve their goals• People act purposefully to fulfil their needs or to overcome need deficiencies• Individual action is motivated to achieve some desired objective such as more resources, promotion or additional power
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Three Psychological States and Job Fit
• Experienced meaningfulness of work: The degree to which the individual experiences the job as generally meaningful, valuable, and worthwhile• Experienced responsibility for work outcomes: The degree to which the individual feels personally accountable and responsible for the results of his or her work• Knowledge of results: The degree to which the individual continuously understands how effectively he or she is performing the job
The Five Job Characteristics• Skill variety: The degree to which the job requires a variety of activities that involve different skills and talents• Task identity: The degree to which the job requires completion of a ‘whole’ and identifiable piece of work, • Task significance: The degree to which the job affects the lives or work of other people• Autonomy: The degree to which the job allows the individual freedom, independence, and discretion regarding the work • Feedback: The degree to which the job activities give the individual direct and clear information about the effectiveness of his or her performance
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The Job Characteristics TheoryCore Job Characteristics
Skill variety Task identity Task significance
Autonomy
Feedback from job
Critical Psychological States
Meaningfulness
Responsibility
Knowledge of results
Outcomes
Work motivation Growth satisfaction General satisfaction Work effectiveness
Strength of employee growth needs
Source: Hackman & Oldham (1975)
Socio-technical systems theory, which synergizes the possibilities of both social and technical systems could be traced to the Hawthorn studies carried out in the late thirties of this century which added the social dimension to the task system of work.
The Social System•People•Teams•Relationships•Roles
The Technical System•Plant•Equipment•Processes•Tasks
Organizational culture
External environment
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Design Principles for Socio-Technical Systems• Maintenance of Human values. • Minimum critical specification.. • Multifunctional perspective• Social support. • Incompletion..
• Proximate Physical Boundaries.
• Compatibility to Functional Goals.
• Availability of Information flow.
• Minimum variation from the socio-technical criterion.
International Perspectives on the Design of WorkThe Japanese Approach
• Emphasizes strategic level• Encourages collective and cooperative working arrangements• Emphasizes lean production
The German Approach– Technocentric - placing technology and engineering at the center of job design decisions (traditional German approach)– Anthropocentric - placing human considerations at the center of job design decisions (more recent German approach)
The Scandinavian Approach– encourages high degrees of worker control– encourages good social support systems for workers
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Future Perspectives on the Design of Work: hyperspecialization– As labor becomes more knowledge based and communications technology advances, the division of labor accelerates– it gives individuals to devote flexible hours to tasks of their choice– creates new social challenges, such as the possibility of neo-exploitation as work and neo-alienation. Ref: HBR Jul-Aug 2011
Job Analysis Defined • Process of defining a job in terms of its component tasks or duties and the knowledge or skills required to perform them
• NOTE: JA focuses on the job rather than the job holder
Types o
f Inform
ation
Collect
ed Work activitiesHuman behaviorsTechnology neededPerformance standardsJob contextHuman requirements Use
of Info
rmation
Collec
ted Recruitment and selectionCompensationPerformance appraisalTraining and developmentDiscovering new needsLegal compliance
Produc
ts of Jo
b Anal
ysis Job Description: Specifies task requirementsJob Specification: Specifies people requirementsJob Evaluation: Determines the worth of the job
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Steps in Job Analysis1
2
3
4
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Steps in doing a job analysis:
Review relevant background information.Decide how you’ll use the information.
Select representative positions.Actually analyze the job.Verify the job analysis information.
6 Develop a job description and job specification.
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