Analyzing Work and Designing Jobs 4 C H A P T E R Analyzing Work and Designing Jobs Work Flow in Organizations Job Analysis Job Design

Work Flow in Organizations Work flow design What tasks are necessary to produce a product or service Job A set of related duties Position The set of duties performed by one person McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.

Work Flow Analysis Figure 4.1 McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.

Job Analysis Job Analysis: the process of getting detailed information about jobs Why is job analysis necessary? What types of information are collected during a job analysis?

Job Analysis A complete job analysis should contain: * work outcomes * work processes * equipment and tools used * work environment factors * job specifications

HRM Activities that rely on JA Improve productivity Eliminate unneeded job requirements Match job applicants to job requirements Plan for future HR requirements Determine training needs for employees Compensate employees fairly Set realistic performance standards Redesign jobs to improve performance

Outcomes of JA: Job Descriptions & Specifications Job Description – what does the job consist of? a list of the tasks, duties, and responsibilities (TDRs) that a particular job entails. Job Specifications – what do the people in the job need to have? A list of the knowledge, skill, abilities, and other characteristics (KSAOs) that an individual must have to perform a particular job

Sample Job Description

Sample Job Specifications

Questionnaires & Inventories Position Analysis Questionnaire Standardized job analysis questionnaire containing 194 questions about work behaviors, work conditions, and job characteristics that apply to a wide variety of jobs. Task analysis inventory Listing tasks performed in a particular job and rating each according to a set of defined criteria McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.

Position Analysis Questionnaire Information Input: Where and how a worker gets information needed to perform the job Mental Processes: The reasoning, decision-making, planning and information processing activities Work Output: The physical activities, tools and devices used by the worker to perform the job Relationship with Other Persons: The relationships with other people required to perform the job Job Context: The physical and social contexts where the work is performed. Other Characteristics

Fleishman Job Analysis System Figure 4.5

Importance of Job Analysis JA is considered the building block of all HR functions. How can JA information be used for each of the following? Work redesign HR Planning Selection Training Performance Appraisal Job Evaluation McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.