PowerPoint Presentation by Charlie Cook Copyright © 2005 South-Western. All rights reserved. Chapter 7 Job Analysis, Design, and Redesign

Copyright © 2005 South-Western. All rights reserved.7–2 Job Analysis Job analysis  An ongoing process of gathering, analyzing, and synthesizing information about jobs that provides objective descriptions of the jobs themselves.  Used to help design work that enhances employee performance, not to limit workers by determining the “single best way” to do things.

Copyright © 2005 South-Western. All rights reserved.7–3 Job Analysis (cont’d) Management Highlight Questions Answered by Job Analysis

Copyright © 2005 South-Western. All rights reserved.7–4 Job Analysis (cont’d) Exhibit 7. 1 Steps in a Typical Job Analysis

Copyright © 2005 South-Western. All rights reserved.7–5 Job Analysis (cont’d) Job description  The written summary of the job: its activities, equipment required to perform the activities, and working conditions of the job.  Helps the organization with a variety of activities, including planning, recruiting, and training. Job specification  A written explanation of skills, knowledge, abilities, and other characteristics needed by the jobholder to perform a job effectively.

Copyright © 2005 South-Western. All rights reserved.7–6 Job Analysis (cont’d) Exhibit 7. 2 Your Job Title ______________________________________Code ________________ Date____________________ Class Title _________________________________________Department ___________________________________ Your Name ________________________________________Facility _______________________________________ Supervisor’s Title ___________________________________Prepared by ___________________________________ Superior’s Name ____________________________________Hours Worked ________ AM ______ to AM _________ PM PM ____________________________________________________________________________________________________ 1.What is the general purpose of your job? 2.What was your last job? If it was in another organization, please name it. 3.To what job would you normally expect to be promoted? 4.If you regularly supervise others, list them by name and job title. 5.If you supervise others, please check those activities that are part of your supervisory duties. ___Hiring____ Coaching____ Promoting____ Orienting____ Counseling ___Training ____ Compensating____ Budgeting ____ Disciplining____ Scheduling ___Directing____ Terminating____ Developing____ Measuring performance____ Other ______________ 6.How would you describe the successful completion and results of your work? 7.Job duties – Please briefly describe what you do and, if possible, how you do it. Indicate those duties you consider to be most important and/or most difficult. a. Daily duties – b. Periodic duties (Please indicate whether weekly, monthly, quarterly, etc.) – c. Duties performed at irregular intervals – d. How long have you been performing these duties? e. Are you now performing unnecessary duties? If yes, please describe. f. Should you be performing duties not now included in your job? If yes, please describe. 8.Education. Please check the blank that indicates the educational requirements for the job, not your own educational background. a. ___ No formal education required. d. ___ 2-year college certificate or equivalent. b. ___ Less than high school diploma. e. ___ 4-year college degree. c. ___ High school diploma or equivalent. f. ___ Education beyond under-graduate degree and/or professional license. 9.Experience. Please check the amount needed to perform your job. a. ___ None.e. ___ One to three years. b. ___ Less than one month.f. ___ Three to five years. c. ___ One month to less than six months.g. ___ Five to 10 years. d. ___ Six months to one year.h. ___ Over 10 years. 10.Skill. Please list any skills required in the performance of your job. (For example, amount of accuracy, alertness, precision in working with described tools, methods, systems, etc.) Please list skills you possessed when you were placed on this job. 11.Equipment. Does your work require the use of any equipment? Yes, No. If yes, please list the equipment and check whether you use it rarely, occasionally, or frequently. Equipment Rarely Occasionally Frequently Equipment Rarely Occasionally Frequently a. ___________________________________________________________________ b. ___________________________________________________________________ c. ___________________________________________________________________ Your Job Title ______________________________________Code ________________ Date____________________ Class Title _________________________________________Department ___________________________________ Your Name ________________________________________Facility _______________________________________ Supervisor’s Title ___________________________________Prepared by ___________________________________ Superior’s Name ____________________________________Hours Worked ________ AM ______ to AM _________ PM PM ____________________________________________________________________________________________________ 1.What is the general purpose of your job? 2.What was your last job? If it was in another organization, please name it. 3.To what job would you normally expect to be promoted? 4.If you regularly supervise others, list them by name and job title. 5.If you supervise others, please check those activities that are part of your supervisory duties. ___Hiring____ Coaching____ Promoting____ Orienting____ Counseling ___Training ____ Compensating____ Budgeting ____ Disciplining____ Scheduling ___Directing____ Terminating____ Developing____ Measuring performance____ Other ______________ 6.How would you describe the successful completion and results of your work? 7.Job duties – Please briefly describe what you do and, if possible, how you do it. Indicate those duties you consider to be most important and/or most difficult. a. Daily duties – b. Periodic duties (Please indicate whether weekly, monthly, quarterly, etc.) – c. Duties performed at irregular intervals – d. How long have you been performing these duties? e. Are you now performing unnecessary duties? If yes, please describe. f. Should you be performing duties not now included in your job? If yes, please describe. 8.Education. Please check the blank that indicates the educational requirements for the job, not your own educational background. a. ___ No formal education required. d. ___ 2-year college certificate or equivalent. b. ___ Less than high school diploma. e. ___ 4-year college degree. c. ___ High school diploma or equivalent. f. ___ Education beyond under-graduate degree and/or professional license. 9.Experience. Please check the amount needed to perform your job. a. ___ None.e. ___ One to three years. b. ___ Less than one month.f. ___ Three to five years. c. ___ One month to less than six months.g. ___ Five to 10 years. d. ___ Six months to one year.h. ___ Over 10 years. 10.Skill. Please list any skills required in the performance of your job. (For example, amount of accuracy, alertness, precision in working with described tools, methods, systems, etc.) Please list skills you possessed when you were placed on this job. 11.Equipment. Does your work require the use of any equipment? Yes, No. If yes, please list the equipment and check whether you use it rarely, occasionally, or frequently. Equipment Rarely Occasionally Frequently Equipment Rarely Occasionally Frequently a. ___________________________________________________________________ b. ___________________________________________________________________ c. ___________________________________________________________________ Information Format

Copyright © 2005 South-Western. All rights reserved.7–7 Job Description of a Human Resource Manager Exhibit 7. 3 JOB TITLE: HUMAN RESOURCES MANAGER Department: HRM Date: Jan. 1, 2004 General Description of the Job Performs responsible administrative work managing personnel activities of a large state agency or institution. Work involves responsibility for the planning and administration of an HRM program that includes recruitment, examination, selection, evaluation, appointment, promotion, transfer, and recommended change of status of agency employees, and a system of communication for disseminating necessary information to workers. Works under general supervision, exercising initiative and independent judgment in the performance of assigned tasks. Job Activities 1.Participates in overall planning and policymaking to provide effective and uniform personnel services. 2.Communicates policy through organizational level by bulletins, meetings, and personal contact. 3.Interviews applicants, evaluates qualifications, classifies applications. 4.Recruits and screens applicants to fill vacancies and reviews applications of qualified persons. 5.Confers with supervisors on personnel matters, including placement problems, retention or release of probationary employees, transfers, demotions, and dismissals of permanent employees. 6.Supervises administration of tests. 7.Initiates personnel training activities and coordinates these activities with work of officials and supervisors. 8.Establishes effective service rating system, trains unit supervisors in making employee evaluations. 9.Maintains employee personnel files. 10.Supervises a group of employees directly and through subordinates. 11.Performs related work as assigned. JOB TITLE: HUMAN RESOURCES MANAGER Department: HRM General Qualifications Requirements Experience and Training Should have considerable experience in area of HRM administration. Six-year minimum. Education Graduation from a four-year college or university, with major work in human resources, business administration, or industrial psychology. Knowledge, Skills, and Abilities Considerable knowledge or principles and practices or HRM selection and assignment of personnel; job evaluation. Responsibility Supervises a department of three HRM professionals, one clerk, and one secretary. Job Analysis (cont’d)

Copyright © 2005 South-Western. All rights reserved.7–8 Job Design Job design  Determines exactly what tasks must be performed to complete the work.  Structures job elements and duties to increase performance and satisfaction. Job specialization  Specifies what is to be done, how it is to be done, and the exact time allowed for doing it.  Tasks that are larger than any one individual require some degree of specialization.

Copyright © 2005 South-Western. All rights reserved.7–9 Job Design (cont’d) Job range  The number of tasks a worker performs.  A greater number of tasks takes longer for one individual to complete than fewer tasks. Job depth  The amount of discretion a worker has in performing tasks.  Jobs designed with little depth are generally at lower levels of the organization.

Copyright © 2005 South-Western. All rights reserved.7–10 Job Redesign Job redesign  Improving the quality of work and giving workers more autonomy to increase job satisfaction. Job rotation  Systematically moving employees from one job to another to reduce job specialization dissatisfaction and increase worker interest and motivation.

Copyright © 2005 South-Western. All rights reserved.7–11 Job Redesign (cont’d) Job enlargement  Increases job satisfaction by increasing the number of tasks for the job the worker performs, thereby reducing boredom and monotony. Job enrichment  Gives workers more control of their activities, addressing their needs for growth, recognition, and responsibility.  Increases not only the number of tasks performed (job range) but also job depth by giving workers more opportunity to exercise discretion over their work.

Copyright © 2005 South-Western. All rights reserved.7–12 Job Redesign (cont’d) Flextime  A schedule that allows workers to select starting and quitting times within limits set by management.  All employees must be present during “core” times. Benefits of flextime  Increases performance and job satisfaction and decreases absenteeism.  Satisfaction with the work schedules and with interactions improved significantly for both managers and nonmanagers.

Copyright © 2005 South-Western. All rights reserved.7–13 Approaches to Job Design and Redesign Management Highlight

Copyright © 2005 South-Western. All rights reserved.7–14 Team-Based Job Designs and Redesign Benefits of team-based approach  Provides workers with the greatest autonomy  Improves communication and coordination.  Fosters participation in group decisions  Facilitates lateral transfers in a decentralized environment  Leverages individual skills through teamwork  Creates a sense of group pride, good relations with coworkers, and a spirit of teamwork that brings out the best in worker performance

Copyright © 2005 South-Western. All rights reserved.7–15 Team-Based Job Designs (cont’d) Empowerment involves several conditions:  Workers must believe their efforts can result in positive outcomes.  Workers must have the knowledge and skills to do their jobs effectively.  Work must be designed to form a “whole” job that is meaningful to the worker.  Workers must have the authority to make decisions about the work on their own.