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Designing and Analyzing Jobs

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Presentation on theme: "Designing and Analyzing Jobs"— Presentation transcript:

1 Designing and Analyzing Jobs
Dessler, Cole and Sutherland Human Resources Management in Canada Canadian Ninth Edition Chapter Three Designing and Analyzing Jobs 3 © 2005 Pearson Education Canada Inc., Toronto, Ontario 3-1

2 © 2005 Pearson Education Canada Inc., Toronto, Ontario
Organizing Work © 2005 Pearson Education Canada Inc., Toronto, Ontario

3 © 2005 Pearson Education Canada Inc., Toronto, Ontario
Organizing Work © 2005 Pearson Education Canada Inc., Toronto, Ontario

4 © 2005 Pearson Education Canada Inc., Toronto, Ontario
Organizing Work © 2005 Pearson Education Canada Inc., Toronto, Ontario

5 Boundaryless Structure
Organizing Work Boundaryless Structure Company A Company B Company C © 2005 Pearson Education Canada Inc., Toronto, Ontario

6 © 2005 Pearson Education Canada Inc., Toronto, Ontario
Job Design Job Design process of organizing work into tasks required for a job Job group of related activities/duties for one or more employees Position collection of tasks/responsibilities performed by one person © 2005 Pearson Education Canada Inc., Toronto, Ontario

7 © 2005 Pearson Education Canada Inc., Toronto, Ontario
Job Design Specialization and Industrial Engineering Considerations -work simplification -industrial engineering Behavioural Considerations -job enlargement -job rotation -job enrichment -team-based job designs Human Engineering Considerations -ergonomics © 2005 Pearson Education Canada Inc., Toronto, Ontario

8 Job Characteristics Model
Core Job Characteristics Critical Psychological States Personal and Work Outcomes Skill Variety Task Identity Task Significance Experienced Meaningfulness of the Work Responsibility for Work Outcomes Knowledge of Results from Work Activities High Internal Work Motivation High-Quality Work Performance Low Turnover and Absenteeism Autonomy Feedback Strength of Relationships is Determined by Intensity of Employee Growth Need © 2005 Pearson Education Canada Inc., Toronto, Ontario

9 The Nature of Job Analysis
-procedure for determining: 1. tasks, duties and responsibilities of a job 2. human attributes (knowledge, skills, abilities) required to perform a job © 2005 Pearson Education Canada Inc., Toronto, Ontario

10 The Nature of Job Analysis
© 2005 Pearson Education Canada Inc., Toronto, Ontario

11 The Nature of Job Analysis
Step 6: Develop Job Description/Job Specification Step 5: Review Analysis With Incumbent/Supervisor Step 4: Analyze The Jobs Step 3: Select Representative Positions/Jobs To Be Analyzed Step 2: Review Relevant Background Information Step 1: Identify What The Information Will Be Used For © 2005 Pearson Education Canada Inc., Toronto, Ontario

12 The Nature of Job Analysis
Process Chart for Analyzing Job Work Flow Input from Plant Managers Input from Suppliers Job Under Study – Inventory Control Clerk Information Output to Plant Managers Inventory Output to Plant Managers © 2005 Pearson Education Canada Inc., Toronto, Ontario

13 Methods of Collecting Job Analysis Information - Qualitative
Interviews (individual, group, supervisory) Questionnaires Observation Participant Diary/Log © 2005 Pearson Education Canada Inc., Toronto, Ontario

14 Methods of Collecting Job Analysis Information - Quantitative
Position Analysis Questionnaire very structured job analysis questionnaire provides quantitative job score on five dimensions of job requirements: Decision making/communication/social Skills Physical activity Operating vehicles/equipment Processing information © 2005 Pearson Education Canada Inc., Toronto, Ontario

15 Methods of Collecting Job Analysis Information - Quantitative
Functional Job Analysis responsibility for people, data, things Identifies performance standards and training requirements for a job © 2005 Pearson Education Canada Inc., Toronto, Ontario

16 Methods of Collecting Job Analysis Information - Quantitative
National Occupational Classification (NOC) reference tool for writing job descriptions/ specifications compiled by the federal government for 30,000 occupations, provides: standardized job descriptions job requirements Career Handbook counseling component © 2005 Pearson Education Canada Inc., Toronto, Ontario

17 Writing Job Descriptions
what jobholder actually does how the job is performed under what conditions the job is performed © 2005 Pearson Education Canada Inc., Toronto, Ontario

18 Writing Job Descriptions
Job Description Information job identification job summary responsibilities, duties and relationships authority performance standards working conditions (physical environment) © 2005 Pearson Education Canada Inc., Toronto, Ontario

19 Writing Job Descriptions
Human Rights Issues job descriptions not legally required (but advisable) clearly identify essential job duties (must accommodate disabilities) knowledge, skills and abilities should be sole criteria for decisions regarding: selection promotions and transfers training © 2005 Pearson Education Canada Inc., Toronto, Ontario

20 Writing Job Specifications
Job requirements regarding: human traits experience skill effort working conditions © 2005 Pearson Education Canada Inc., Toronto, Ontario

21 Writing Job Specifications
Human Rights Issues -qualifications must be justifiable (not necessarily those of incumbent) -unjustifiably high education/experience can create systemic discrimination -actual physical/mental demands critical for entry-level jobs -statistical analysis more defensible than judgmental approach © 2005 Pearson Education Canada Inc., Toronto, Ontario

22 Job Analysis in the 21st Century
Reasons for De-jobbing -flatter organizations -work teams -boundaryless structures -reengineering -e-business © 2005 Pearson Education Canada Inc., Toronto, Ontario

23 Job Analysis in the 21st Century
The Future of Job Descriptions -most firms continue to: -use job descriptions -rely on traditionally defined jobs -new structures built around broadly defined jobs © 2005 Pearson Education Canada Inc., Toronto, Ontario

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