1. Chapter 03 Jobs and Job Analysis
Lecturer: SENG THEARA, MBA-Management
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Chapter Objectives
Nature of job and work
Workflow analysis
Job design/ job re-design
Job and work scheduling
Nature of job analysis
Job Descriptions and job specifications
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Nature of Job and Work
Work
Is effort directed toward accomplishing results.
The work may be done by humans, machines, or both.
But the total amount of work to be done in an organization must be divided into jobs so that it can be coordinated in some logical way.
Job
Is a grouping of tasks, duties, and responsibilities that constitutes the total work assignment for an employee.
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Workflow Analysis
Workflow analysis is the study of the way work moves through an organization.
Usually, it begins with an examination of the quantity and quality of the desired and actual outputs (goods and services).
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5. Workflow Analysis (Cont’d)
Inputs
People
Materials
Equipment
Activities
Tasks and Jobs
Outputs Goods and Services
Evaluation
Workflow Analysis
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6. Workflow Analysis (Cont’d)
Technology and workflow analysis
Technology can reduce workflow and productivity.
Consider the amount of time some employees speed on personal of technology.
With the rapid growth of the Internet and Web based information systems, changes in the workflow are occurring in many organizations.
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7. Workflow Analysis (Cont’d)
Business process re- engineering
After workflow analysis provides an understanding of how work is being done, re-engineering generates the needed changes in the operations.
The purpose of business process re-engineering (BPR) is to improve such activities as product development, customer service, and service delivery.
BPR consists of three phases:
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8. Workflow Analysis (Cont’d)
Re-thing: Examine how the current organization of work and jobs affects customer satisfaction and service.
Re-design: Analyze how jobs are put together, the workflow, and how results are achieved; then re-design the process as necessary.
Re-tool: Look at new technologies (equipment, computers, software, etc.) as opportunities to improve productivity, service quality, and customer satisfaction.
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9. Job Design/ Job Re-design
Refers to organizing tasks, duties, responsibilities and other elements into a productive unit of work.
It addresses the content of jobs and the effect of jobs on employees.
Identifying the components of a given job is an integral part of job design.
Currently, job design is receiving greater attention for three major reasons:
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10. Job Design/ Job Re-design (Cont’d)
Job design can influence performance in certain jobs—reduced turnover and absenteeism.
Job design can affect job satisfaction.
Job design can affect both physical and mental health. Problems such as hearing loss, backache, and leg pain sometimes can be traced directly to job design, as can stress, high blood pressure, and heart disease.
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11. Job Design/ Job Re-design (Cont’d)
Workers and Job Design
Organizations are employing a variety of workers, and not just full-time ones
Depending on economic and competitive factors, types of worker in one firm many include:
Full-time employees
Part-time employees
Independent contractors
Temporary workers
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12. Job Design/ Job Re-design (Cont’d)
Characteristics of Job
Hackman and Oldham developed a model focused on five important design characteristics of jobs.
Skill variety
The extent to which the work requires several different activities for successful completion.
Task identify
The extent to which the job includes a “whole” identifiable unit of work that is carried out from start to finish and that results in a visible outcome.
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13. Job Design/ Job Re-design (Cont’d)
Characteristics of Job
Task significance
The impact the job has on other people.
Autonomy
The extent of individual freedom and discretion in the work and its scheduling.
Feedback
Amount of information employees receive about how well or how poorly they have performed.
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14. Job Design/ Job Re-design (Cont’d)
Using Teams in Jobs
Types of Team
Special-purpose team is formed to address specific problems, improve work processes, and enhance the overall quality of products and services.
Self-directed team is composed of individuals who are assigned a cluster of tasks, duties, and responsibilities to be accomplished.
Virtual team is composed of individuals who are separated geographically but linked by communications technology.
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15. Job and Work Scheduling
Considerations that can affect job design for both employers and employees are how work is to be done, the time during which work is scheduled, and location of employees when working.
One factor changing how and when work is done is technology—telework.
Telework
Employees work via electronic, telecommunications, and internet.
Telecommuting allows employees to work from home when bad weather or some problem.
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16. Job and Work Scheduling (Cont’d)
Work Schedule Alternative
Different types of work schedules have been developed for employees in different occupation and areas.
8-hour/day, 5-day/week and less or more 8-hour
Shift work
Many organizations need 24-hour coverage and therefore may schedule three 8-hour shifts per day.
Compressed workweek
Full week’s work is accomplished in fewer than five 8-hour days.
More work hours each day and fewer workdays each week, four-10 hour days
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17. Job and Work Scheduling (Cont’d)
Work Flexibility and Scheduling
Employees working at home: approach requires regular teleworking and personal communications, as well as planning and communicating with executives and others primarily from home.
Flexible work schedule: Flexible scheduling allows organizational and HR managers to choose when, where, and how workers will perform their jobs, while still covering workloads.
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Nature of Job Analysis
Job Analysis
A systematic way of gathering and analyzing information about the content, context, and the human requirements of jobs.
Various methods and sources of data can be used to conduct job analyses.
The real value of job analysis begins as the information is compiled into job descriptions and job specifications for use in virtually all HR activities.
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19. Nature of Job Analysis (Cont’d)
Job Analysis Responsibilities
Job analysis requires a high degree of coordination and cooperation between the HR unit and operating managers.
The most traditionally and widely used method is task-based job analysis.
But some have emphasized the need for competency-based job analysis.
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20. Nature of Job Analysis (Cont’d)
Task-Based Job Analysis
Is the most common form and focused on the tasks, duties, and responsibilities performed in a job.
Task
Duty
Responsibilities
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21. Nature of Job Analysis (Cont’d)
Competency-Based Job Analysis
Competency approach considers how knowledge and skills are used.
Competencies
Individual capabilities that can be linked to enhanced performance by individuals or teams.
Technical competencies
Behavioral competencies
Reasons for using a competency approach
To communicate valued behaviors within the organization
To raise competency levels throughout the organization
To emphasize people’s capabilities for enhancing the competitive advantage of the organization
Behavior competencies includes—customer focus, leadership, communication effectiveness, and conflict resolutions.
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22. Nature of Job Analysis (Cont’d)
Planning of Job Analysis
Prior the job analysis process itself is the planning done to gather data from managers and employees.
Preparing for and introducing the job analysis
Identification of job to be analyzed
Who involved in conducting job analysis and method
Conducting the job analysis
If questionnaires are used, need employees return them to supervisors or managers.
Questionnaires should be accompanied by a letter explaining the process and instructions for completing and return them.
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23. Nature of Job Analysis (Cont’d)
Planning of Job Analysis
Developing job descriptions and job specification
Identification of the tasks, duties, and responsibilities of a job
The knowledge, skills, and abilities (KSAs) an individual needs to perform a job satisfactorily.
Maintaining and updating job descriptions and job specifications
Some organizations, managers or employers review job descriptions during performance appraisal interviews.
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24. Nature of Job Analysis (Cont’d)
Job Analysis Method
Another consideration is the method to be used in order to gain information about what people are doing in their job can be gathered in a variety ways.
Observation—observes the individual performing the job and takes notes to describe the tasks and duties performed.
Interviewing—employees and managers must be interviewed to obtain complete details on the job.
Questionnaires—assumes that employees can accurately analyze and communicate information about their jobs.
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25. Job Descriptions and Specifications
Job Description: a list of tasks, duties, and responsibilities (TDRs) that a particular job entails.
Key components:
Job Title
Brief description of the TDRs
List of the essential duties with detailed specifications of the tasks involved in carrying out each duty
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26. Job Descriptions and Specifications (Cont’d)
Job Specification
Job Specification: a list of the knowledge, skills, abilities, and other characteristics (KSAOs) that an individual must have to perform a particular job.
Knowledge: factual or procedural information necessary for successfully performing a task.
Skill: an individual’s level of proficiency at performing a particular task.
Ability: a more general enduring capability that an individual possesses.
Other Characteristics: job-related licensing, certifications, or personality traits.
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