1. Job Analysis, Employee Involvement, and Flexible Work Schedules

2. Managing Human Resources - Unit 4
Learning Outcomes
After studying this chapter, you should be able to:
Discuss the relationship between job requirements and the performance of HRM functions.
Indicate the methods by which job analysis typically is completed.
Identify and explain the various sections of job descriptions.
Provide examples illustrating the various factors that must be taken into account in designing a job.
Discuss the various job characteristics that motivate employees.
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Copyright © 2011 by Nelson Education Ltd.

3. Learning Outcomes (cont’d)
Managing Human Resources - Unit 4
Learning Outcomes (cont’d)
Describe the different group techniques used to maximize employee contributions.
Differentiate and explain the different adjustments in work schedules.
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4. Managing Human Resources - Unit 4
What is a Job?
Job
Position
Job Family
Job
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5. Managing Human Resources - Unit 4
Job Requirements
Job Specification
Job Description
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6. Relationship of Job Requirements to Other HRM Functions
Managing Human Resources - Unit 4
Relationship of Job Requirements to Other HRM Functions
Job Requirements
Recruitment
Determine recruitment qualifications
Selection
Provide job duties and job specifications for selection process
Performance Appraisal
Provide performance criteria for evaluating employees
Training and Development
Determine training needs and develop instructional programs
Compensation Management
Provide basis for determining employee’s rate of pay
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7. Managing Human Resources - Unit 4
Job Analysis
Job Analysis
The process of obtaining information about jobs by determining what the duties, tasks, or activities of jobs are.
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8. Figure 4–1 The Process of Job Analysis
Managing Human Resources - Unit 4
Figure 4–1 The Process of Job Analysis
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9. Performing Job Analysis
Managing Human Resources - Unit 4
Performing Job Analysis
Select jobs to study
Determine information to collect: Tasks, responsibilities, skill requirements
Identify sources of data: Employees, supervisors/managers
Methods of data collection: Interviews, questionnaires, observation, diaries and records
Evaluate and verify data collection: Other employees, supervisors/managers
Write job analysis report
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10. Gathering Job Information
Managing Human Resources - Unit 4
Gathering Job Information
Interviews
Questionnaires
Observation
Diaries
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11. Controlling the Accuracy of Job Information
Managing Human Resources - Unit 4
Controlling the Accuracy of Job Information
Factors influencing the accuracy of job information
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12. National Occupational Classification
Managing Human Resources - Unit 4
National Occupational Classification
The purpose is to compile, analyze and communicate information about occupations.
The NOC is a composite of the Canadian labour force.
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13. Managing Human Resources - Unit 4
Approaches to Job Analysis
Position Analysis
System
Critical Incident Method
Task Inventory Analysis
Competency Based Analysis
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14. Approaches to Job Analysis
Managing Human Resources - Unit 4
Approaches to Job Analysis
Position Analysis Questionnaire (PAQ)
A questionnaire covering 194 different tasks that, by means of a five-point scale, seeks to determine the degree to which different tasks are involved in performing a particular job
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15. Figure 4–2 A Sample Page from the PAQ
Managing Human Resources - Unit 4
Figure 4–2 A Sample Page from the PAQ
Source: Position Analysis Questionnaire, copyright 1969, 1989 by Purdue Research Foundation, West Lafayette, Ind Reprinted with permission.
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Copyright © 2011 by Nelson Education Ltd.

16. Approaches to Job Analysis (Cont’d)
Critical Analysis Method
Competency-Based Analysis
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17. Approaches to Job Analysis (cont’d)
Managing Human Resources - Unit 4
Approaches to Job Analysis (cont’d)
Task Inventory Analysis
HRIS and Job Analysis
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18. Preparing the Job Description
Managing Human Resources - Unit 4
Preparing the Job Description
Job Analyst
Interview Questionnaire
Interview Questionnaire Observation
Supervisor
Employees
Combine and reconcile data
Tentative draft
Final Draft
Securing consensus
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19. Key Elements of a Job Description
Managing Human Resources - Unit 4
Key Elements of a Job Description
Job Title
Job Identification
Essential Functions (Job Duties)
Job Specifications
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20. Managing Human Resources - Unit 4
Job Descriptions
Job Title
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21. Job Descriptions (cont’d)
Managing Human Resources - Unit 4
Job Descriptions (cont’d)
Job Identification Section
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22. Managing Human Resources - Unit 4
Job Descriptions (cont’d)
Job Duties or Essential Functions, Section
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23. Job Descriptions (cont’d)
Managing Human Resources - Unit 4
Job Descriptions (cont’d)
Job Duties, or Essential Functions, Section
Statements of job duties that:
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24. Job Descriptions (cont’d)
Managing Human Resources - Unit 4
Job Descriptions (cont’d)
Job Specifications Section
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25. Problems with Job Descriptions include:
Managing Human Resources - Unit 4
Problems with Job Descriptions include:
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26. Writing Clear and Specific Job Descriptions
Managing Human Resources - Unit 4
Writing Clear and Specific Job Descriptions
Create statements that:
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27. Determining Job Requirements
Managing Human Resources - Unit 4
Determining Job Requirements
Nature of:
Basis for:
Job Analysis
What employee does?
Why employee does it?
How employee does it?
Determining job requirements
Job Description
Summary statement of the job
List of essential functions of the job
Employee orientation
Employee instruction
Disciplinary action
Job Specification
Personal qualifications required in terms of skills, education and experience
Recruitment
Selection
Development
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28. Managing Human Resources - Unit 4
Job Design
Job Design
Job Enrichment (Herzberg)
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29. Job Enrichment Factors include:
Managing Human Resources - Unit 4
Job Enrichment Factors include:
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30. Managing Human Resources - Unit 4
Job Characteristics
Job Characteristics Model (Hackman and Oldham)
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31. Job Characteristics (cont’d)
Managing Human Resources - Unit 4
Job Characteristics (cont’d)
Skill variety
Task identity
Task significance
Autonomy
Feedback
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32. Managing Human Resources - Unit 4
Employee Empowerment
Employee Empowerment
Granting employees power to initiate change, thereby encouraging them to take charge of what they do.
Organizational conditions favouring empowerment:
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33. Industrial Engineering Considerations
Managing Human Resources - Unit 4
Industrial Engineering Considerations
Industrial Engineering
Ergonomics
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34. Designing Work for Group/Team Contributions
Managing Human Resources - Unit 4
Designing Work for Group/Team Contributions
Employee Involvement Groups (EIs)
Groups of employees who meet to resolve problems or offer suggestions for organizational improvement.
Success with EIs requires:
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35. Managing Human Resources - Unit 4
Employee Teams
Employee Teams
An employee contributions technique whereby:
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36. Flexible Work Schedules
Managing Human Resources - Unit 4
Flexible Work Schedules
Compressed Workweek
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37. Flexible Work Schedules
Managing Human Resources - Unit 4
Flexible Work Schedules
Benefits
Disadvantages
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38. Flexible Work Schedules
Managing Human Resources - Unit 4
Flexible Work Schedules
Flextime
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39. Flexible Work Schedules
Managing Human Resources - Unit 4
Flexible Work Schedules
Job Sharing
Telecommuting
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40. Advantages of Telecommuting include:
Managing Human Resources - Unit 4
Advantages of Telecommuting include:
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41. Managing Human Resources - Unit 4
Keys for Successful Telecommuting include:
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