Chapter 4: Job Design and Job Analysis

Objectives After reading this chapter, you should be able to: Explain the importance of job design. Describe how managers use efficiency and motivational approaches to design jobs. Explain the trade-offs between the efficiency and motivational job design approaches. Understand the importance of job descriptions and job specifications. Discuss the advantages and disadvantages of different sources of data for job analysis. Understand how organizational demands influence job design. Discuss how environmental challenges affect job design. Explain the importance of job design and job analysis for legal compliance.

11/21/2018 Job Design Determining job tasks and responsibilities employees are expected to perform Key issues to consider: Which tasks should be emphasized? How simple or complex are these tasks? How many tasks can employees perform? How much flexibility is given to employees?

Job Analysis Definition: Systematically identifying tasks, duties and responsibilities expected to be performed in a job as well as competencies to be successful Job descriptions — written summaries of the specific tasks, responsibilities, and working conditions of a job Job specifications — specific competencies required by a jobholder to be able to perform the job successfully

Job Design: Efficiency Approach Key goal is to maximize efficiency; emphasizes standardization of production processes Time and motion studies Job specialization focused on breaking jobs down into core elements Repetition increased skill and speed Job simplification removed decision-making authority from employees and placed it with a supervisor

Job Design: Motivational Approach Maximizes employee’s drive to work as hard as possible Focuses on making jobs more interesting, challenging and complex Job characteristics model — identified 5 job dimensions and 3 psychological states that affect motivation and satisfaction

Job Descriptions A written summary of specific tasks, responsibilities and working conditions of a job Includes the following: Job title Job identification specifying important aspects of job Essential duties and responsibilities Job specifications—the competencies that are required (knowledge, skills, abilities)

Performing a Job Analysis Job Information Observation: job analyst observes and documents activities performed while employee works Diary: employee keeps log of tasks and activities Interview: job analyst conducts structured interviews of jobholder and supervisor (time-consuming and may be inaccurate) Questionnaire: standard questionnaire administered to large number of employees performing the job (requires considerable time up-front, doesn’t offer opportunity for follow-up)

Job Analysis Identifying tasks, duties and responsibilities expected to be performed in a job as well as competencies to be successful. Involves several steps: Collecting Job Information Analyzing Job Information

Department of Labor version of FJA Data People Things 0 Synthesizing 0 Mentoring 0 Setting Up 1 Coordinating 1 Negotiating 1 Precision Working 2 Analyzing` 2 Instructing 2 Operating-Controlling 3 Compiling 3 Supervising 3 Driving-Operating 4 Computing 4 Diverting 4 Manipulating 5 Copying 5 Persuading 5 Tending 6 Comparing 6 Speaking-Signaling 6 Feeding-Offbearing 7 Serving 7 Handling 8 Taking Instructing-Helping

Position Analysis Questionnaire (PAQ) Information Input – Where and how employees get the information they need in performing their job? Mental processes – What reasoning, decision making, planning, and information processing activities are performed by an employee in their job? Work output – What physical activities are required to perform the job and what tools are used? Relationships with other persons – What relationships with other people are required to perform the job? Job Context – What are the physical and social aspects of the work environment in which the job is performed? Other characteristics – What activities, conditions, or characteristics, other than the previous five are relevant for the job?

Job Design in Practice: Organizational Demands Strategy Managerial choices of job design tactics Employee acceptance of job design decisions Company characteristics Perception of fairness of job duties Need for flexible work arrangements

Job Design in Practice: Organizational Demands (continued) Culture Job Design Approach Adopted Breadth of tasks, duties, and responsibilities performed Employee concerns Formalization of jobs Breath and depth of tasks

Job Design in Practice: Environmental Demands Labor force Skill availability to perform tasks Job design decisions for the aging labor force Technology Telecommuting Virtual teams

Job Design in Practice: Environmental Demands (continued) Globalization Need to address cross-cultural issues Relevant labor market Ethics/social responsibility Concerns about types of tasks required Attitudes toward physical conditions of job design

Job Design in Practice: Regulatory Issues Importance of understanding essential and non-essential job duties Job design and employee safety

Appendix: Standardized and Customized Approaches to Job Analysis Standardized Approaches Functional Job Analysis (FJA) Dictionary of Occupational Titles O*Net Position Analysis Questionnaire (PAQ)

Appendix: Standardized and Customized Approaches to Job Analysis Critical Incidents Approach Task Inventory Approach Job Element Approach