Download presentation
Presentation is loading. Please wait.
2
The Human Resource Environment
1 The Human Resource Environment Trends in Human Resource Management Providing Equal Employment Opportunity and a Safe Workplace Analyzing Work and Designing Jobs
3
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
4
Ch. 4 Learning Objectives
Summarize the elements of work flow analysis. Describe how work flow is related to an organization's structure. Define the elements of a job analysis, and discuss their significance for human resource management. Tell how to obtain information for a job analysis. Summarize recent trends in job analysis. McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
5
Ch. 4 Learning Objectives
Describe methods for designing a job so that it can be done efficiently. Identify approaches to designing a job to make it motivating. Explain how organizations apply ergonomics to design safe jobs. Discuss how organizations can plan for the mental demands of a job. McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
6
Work Flow in Organizations
Work flow design What tasks are necessary to produce a product or service Job What tasks make sense to assign to jobs or positions? Position What tasks should be performed by a particular person? McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
7
Work Flow Analysis Figure 4.1 McGraw-Hill/Irwin
© 2007 The McGraw-Hill Companies, Inc. All rights reserved.
8
Work Flow and Organizational Structure
How does the flow of work impact the organization’s structure? How has work been organized in jobs you have held? How was the organization structured? Centralized vs. decentralized decision making Functional vs. Divisional McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
9
Test Your Knowledge A cost-leadership strategy typically has a _________ structure, while a differentiation strategy tends to have a __________ structure. Functional; divisional Decentralized; centralized Divisional; functional McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
10
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?
11
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
12
Sample Job Description
13
Sample Job Specifications
14
Analyzing Jobs - Activity
Think about your current or past job. Write three task statements required by the job. Write three job specifications required by you to perform your job. McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
15
Sources of Job Information
Where would you find reliable and accurate sources of job information? McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
16
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.
17
Fleishman Job Analysis System
Figure 4.5
18
Test Your Knowledge Which of the following jobs would lend themselves the best to the observation method of collecting job information. Financial analyst Bakery chef Administrative assistant CEO McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
19
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.
20
Trends in Job Analysis Jobs are no longer stable so it is difficult to keep job descriptions updated Yet, organizations are held to legal requirements for ADA, selection, etc. How can organizations keep flexible while still meeting legal obligations? McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
21
Job Design The process of defining how work will be performed and what tasks will be required in a given job McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
22
Motivation Techniques
Job enlargement Job extension Job rotation Job enrichment Self-Managing work teams Which one do you think will sustain employee motivation the most? McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
23
Job Characteristics Model
McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
24
Test Your Knowledge Adding more tasks to an existing job is called ____________, while adding more decision-making authority to jobs is called _________. Job extension; job rotation Job rotation; job enrichment Job enlargement; job enrichment Job enlargement; job rotation McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
25
Flexible Work Schedules
Figure 4.8 McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Similar presentations
