1. Analyzing Work and Designing Jobs4 C H A P T E R
Analyzing Work and Designing Jobs
Work Flow in Organizations
Job Analysis
Job Design

2. Work Flow in Organizations
Work flow design
What tasks are necessary to produce a product or service
Job
A set of related duties
Position
The set of duties performed by one person
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© 2007 The McGraw-Hill Companies, Inc. All rights reserved.

3. Work Flow Analysis Figure 4.1 McGraw-Hill/Irwin
© 2007 The McGraw-Hill Companies, Inc. All rights reserved.

4. 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?

5. Job Analysis A complete job analysis should contain: * work outcomes
* work processes
* equipment and tools used
* work environment factors
* job specifications

6. HRM Activities that rely on JA
Improve productivity
Eliminate unneeded job requirements
Match job applicants to job requirements
Plan for future HR requirements
Determine training needs for employees
Compensate employees fairly
Set realistic performance standards
Redesign jobs to improve performance

7. Outcomes of JA: 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

8. Sample Job Description

9. Sample Job Specifications

10. 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.

11. Position Analysis Questionnaire
Information Input: Where and how a worker gets information needed to perform the job
Mental Processes: The reasoning, decision-making, planning and information processing activities
Work Output: The physical activities, tools and devices used by the worker to perform the job
Relationship with Other Persons: The relationships with other people required to perform the job
Job Context: The physical and social contexts where the work is performed.
Other Characteristics

12. Fleishman Job Analysis System
Figure 4.5

13. 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.