Self HRM2 new

8/8/2019 Self HRM2 new

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A

PRESENTATION

GIVENON THE

TOPIC OF

JOB ANALYSIS & JOB DESIGN


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` The Fundamental process that forms the basis of

all human resource activities.

` It is the systematic process for gathering,

documenting and analyzing data about the workrequired for a job

` It provides an objective picture of the job, not the

person performing the job.


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` Acc. To the Scientific Management, key to

productivity is a precise understanding of the tasks

that constitute a job.

` The issue of comparable worth has alsocontributed to a new interest in job analysis.

` Comparable worth has also contributed to a new

interest in job analysis


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` job description:sets out the purpose,scope,duties

and responsibilities of a job.

` Job Specification: statement of skills, knowledge

and other personal attributes required to carry thejob.


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` Interviews

` Structured Questionnaire / Inventory

` Direct Observation

` Logbooks / Work Diaries


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` Usually conducted with

technical experts supervisors

` Questions like:

what are your most typical duties? How long do they take? How do you do them?

` Con: people may misrepresent/exaggerate job


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1. Decide howto use the information

2. Review relevant background information

3. Select representative positions

4. Conduct the analysis5. Verify with the worker and supervisor

6. Develop a job description and job specification (two

tangible outputs of job analysis)


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` Reduce Role Conflict and Ambiguity reduce discrepancy between what organization thinks job

is and what job is in reality

`

Design and Evaluation of Training focus training on most difficult and/or most frequent

elements of job

` Performance Appraisal criteria for appraisal should be matched with most

important elements of job


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` Recruitment and selection

`

Compensation

` Performance Appraisal

`

Training

` Discovering unassigned duties


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Job design is the function ofspecifying the work activities of anindividual or group in an

organizational setting The objective of job design is to

develop jobs that meet therequirements of the organization and

its technology and that satisfy thejobholders personal and individualrequirements

6A-10


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` Why job design? Organizing work content in abest way to improve labor productivity-consideration of human factors.

` Classical approach: labor specialization: throughstandardization/ mechanization/fixed joblayout/fixed work method/..

` New approach: Human factors are mustconsidered in job design


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The elements of job design

Whatsequence?

Who

else?

How tointerfacewith thefacilities?

Whatenvironmentalconditions?

How muchautonomy?

Whatskills?

Where to

locate?

Whattasks?


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The objectives of job design

Jobdesign

impacts on

quality of working life

quality

speed

dependability

flexibility

cost

health and safety

All job design decisions

should attempt to devise

jobs which

- engage the interest of staff,

- are inherently safe


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` Job design: decision relate to how much jobs

should be specialized or enlarged.

` Benefits of specialization:

* less training time* faster work pace

* lower wages


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` Major objectives of job design: improve labor

efficiency and productivity with high worker

satisfaction.

* Job design is a complex task.---A major topic in IE ,many guidelines are

suggested.

* Job design in service operations: less formalized,

more flexible.


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` Work physiology sets work-rest cyclesaccording to the energy expended invarious parts of the job. The harder the

work, the more the need for restperiods.

` Ergonomics is a term used to describethe study of the physical arrangement

of the work space together with toolsused to perform a task. Fit the work tothe body rather than forcing the body toconform to the work.

6A-16


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HowWhyWhenWhereWhatWho

Mental and

physical

characteristics

of the

work force

Tasks to be

performed

Geographic

locale of the

organization;

location of

work areas

Time of day;

time of

occurrence inthe work flow

Organizational

rationale for

the job; object-

ives and mot-ivation of the

worker

Method of

performance

andmotivation

Ultimate

Job

Structure

6A-17


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Elements of

workers jobs

Suggested design guidelines Workers needs

affected

Workers job

tasks

Avoid machine pacing

Combine inspection tasks into jobs so that workers

inspect their own output

Allow open communication

Combine machine changeover, new job layouts,

setups and other elements of immediate job planning

into workers jobs

Self control

Self direction/

control

Socialization,

team building

Immediate job

setting

Rotate workers where practical between jobs that are

repetitive

Assign new workers to undesirable jobs for fixedperiods of time then transfer them to more preferred

jobs

Variety and

relief of boredom

and monotonyequity

Larger work

environment

Select and train supervisors who openly communicate

Remove barriers between managing and other

employees

recognition and

socialization

Equity and

recognition


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