Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-1 Managing Human Resources Managing Human Resources Bohlander  Snell  Sherman Chapter 3 Job Requirements & the Design of Organizations to Achieve HR Productivity

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-2 Chapter 3 Learning Objectives  Discuss the relationship between job requirements and the performance of HRM functions.  Describe the methods by which job analysis typically is completed.  Explain the various sections of job descriptions.  List the various factors that must be taken into account in designing a job.

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-3 Learning Objectives, cont.  Discuss the various job characteristics that motivate employees.  Describe the different group techniques used to maximize employee contributions.  Explain the different adjustments in work schedules.

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-4 Presentation Slide 3-1

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-5 Key Terms Job Specification PositionJob FamilyJob Job Description

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-6 Job A group of related activities and duties

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-7 Position The different duties and responsibilities performed by only one employee

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-8 Job Family A group of individual jobs with similar characteristics

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-9 Job Specification Statement of the needed knowledge, skills, and abilities of the person who is to perform the job

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-10 Job Description Statement of the tasks, duties, and responsibilities of a job to be performed

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-11 Job Analysis Process of obtaining information about jobs by determining what the duties, tasks, or activities of jobs are

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-12 The Process of Job Analysis Sources of Data Job Description Human Resources Functions Job Specification Methods of Collecting Data Job Data

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-13 Presentation Slide 3-2A Performing Job Analysis Step 1: Select jobs to study Step 2: Determine information to collect Tasks Responsibilities Skill requirements Step 3: Identify sources of data Employees Supervisors/managers

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-14 Presentation Slide 3-2B Performing Job Analysis, cont. Step 4: Methods of data collection Interviews Questionnaires Observation Diaries and Records Step 5: Evaluate and verify data collection Other employees Supervisors/managers Step 6: Write job analysis report

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-15 Presentation Slide 3- Presentation Slide 3-3

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-16 Presentation Slide 3- Presentation Slide 3-4

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-17 Functional Job Analysis Position Analysis Questionnaire Critical Incident Method Computerized Job Analysis Presentation Slide 3-5 Popular Approaches to Job Analysis

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-18 Functional Job Analysis (FJA) Quantitative approach to job analysis that uses a compiled inventory of the various functions or work activities that can make up any job. FJA assumes that each job involves three broad worker functions: (1) data, (2) people, and (3) things

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-19 Position Analysis Questionnaire (PAQ) Questionnaire covering 194 different tasks which, by means of a five-point scale, seeks to determine the degree to which different tasks are involved in performing a particular job

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-20 Critical Incident Method Job analysis method by which important job tasks are identified for job success

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-21

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-22 Job Descriptions Job Title Job Identification Job Specifications Essential Functions 1. Title. 2. Statement. 3. Essential Functions. 4. Specifications. Job Description 1. XXX 2. XXX 3. XXX 4. XXX 1. XXX 2. XXX 3. XXX 4. XXX

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-23 Presentation Slide 3-7A Key Elements of a Job Description JOB TITLE Indicates job duties and organizational level JOB IDENTIFICATION Distinguishes job from all other jobs

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-24 Presentation Slide 3-7B Key Elements of the Job Description, con’t ESSENTIAL FUNCTIONS (JOB DUTIES) In the order of importance or time required Indicate responsibilities entailed and results to be accomplished JOB SPECIFICATIONS Skills required to perform the job Physical demands of the job

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-25 Job Design Outgrowth of job analysis that improves jobs through technological and human considerations in order to enhance organization efficiency and employee job satisfaction

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-26 Job Design Industrial Engineering The Job Employee Contributions Organizational Objectives Ergonomic Concerns

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-27 Job Enrichment Enhancing a job by adding more meaningful tasks and duties to make the work more rewarding or satisfying

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-28 Presentation Slide 3-8 Principles of Vertically Loading a Job

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-29 Job Characteristics Model Job design that purports that three psychological states -- experiencing meaningfulness of the work performed, responsibility for work outcomes, and knowledge of the results of the work performed -- of a jobholder result in improved work performance, internal motivation, and lower absenteeism and turnover

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-30

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-31 Employee Empowerment Granting employees power to initiate change, thereby encouraging them to take charge of what they do

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-32 Employee Empowerment Participation Innovation Accountability Access to Information Conditions Necessary to Empower Employees

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-33 Industrial Engineering A field of study concerned with analyzing work methods and establishing time standards

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-34 Ergonomics An interdisciplinary approach to designing equipment and systems that can be easily and efficiently used by human beings

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-35 Employee Involvement Groups (EIs) Groups of employees who meet to resolve problems or offer suggestions for organizational improvement

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-36

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-37 Presentation Slide 3-11 Creating Effective Employee Involvement Groups #1 n Appoint an EI project manager. n Appoint an advisory group (including managers) in order to coordinate the process across departments. n Recognize employees and EI groups that generate ideas, regardless of whether the idea will be implemented. n Provide training to EI members.

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-38 Presentation Slide 3-12 Creating Effective Employee Involvement Groups #2 n Give groups a recess or break from the process in order to refresh members. n Provide field trips to EI members so that they can better understand the entire organizational function. n Try natural work groups as well as the more traditional heterogeneous EI composed from several work groups. n Do not expect fundamental changes in the organizational culture to result from EIs.

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-39 Employee Teams An employee contributions technique whereby work functions are structured for groups rather than for individuals. Team members are given discretion in matters traditionally considered management prerogatives, such as process improvements, product or service development, and work assignments

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-40 Virtual Team A team with widely dispersed members who are linked together through computer and telecommunications technology

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-41 Flextime Flexible working hours that permit employees the option of choosing daily starting and quitting times, provided that they work a set number of hours per day or week

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 3-42 Telecommuting Use of microcomputers, networks, and other communications technology to do work in the home that is traditionally done in the workplace