1. 4-1 McGraw-Hill/IrwinCopyright © 2009 by The McGraw-Hill Companies, Inc. All Rights Reserved. fundamentals of Human Resource Management 4 th edition by R.A. Noe, J.R. Hollenbeck, B. Gerhart, and P.M. Wright CHAPTER 4 Analyzing Work and Designing Jobs

2. 4-2 Figure 4.1: Developing a Work Flow Analysis

3. 4-3 Job Analysis Job Descriptions Job Specifications The process of getting detailed information about jobs.

4. 4-4 Job Specifications 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.

5. 4-5 Sources of Job Information The incumbents – people who currently hold the position in the organization. Dictionary of Occupational Titles (DOT) – published by the U.S. Department of Labor Occupational Information Network (O*NET) – an online job description database developed by the Labor Department

6. 4-6 Position Analysis Questionnaire (PAQ) What is it? A standardized job analysis questionnaire containing 194 questions about work behaviors, work conditions, and job characteristics that apply to a wide variety of jobs. Key sections: 1.Information input 2.Mental processes 3.Work output 4.Relationships with other persons 5.Job context 6.Other characteristics

7. 4-7 Fleishman Job Analysis System What is it? Job analysis technique that asks subject-matter experts to evaluate a job in terms of the abilities required to perform the job. Categories of abilities: Written comprehension Deductive reasoning Manual dexterity Stamina Originality

8. 4-8 Importance of Job Analysis Job analysis is so important to HR managers that it has been called the building block of all HRM functions. Almost every HRM program requires some type of information determined by job analysis: Work redesign Human resource planning Selection Training Performance appraisal Career planning Job evaluation

9. 4-9 Figure 4.5: Approaches to Job Design

10. 4-10 Designing Jobs That Motivate: Job Characteristics Model 1.Skill variety 2.Task identity 3.Task significance 4. Autonomy 5. Feedback

11. 4-11 Figure 4.6: Characteristics of a Motivating Job

12. 4-12 Designing Jobs That Motivate Job Enlargement Job Enlargement - Broadening the types of tasks performed in a job. Job Extension - Enlarging jobs by combining several relatively simple jobs to form a job with a wider range of tasks. Job Rotation - Enlarging jobs by moving employees among several different jobs. Job Enrichment

13. 4-13 Figure 4.7: Alternatives to the 8-to-5 Job

14. 4-14 Designing Jobs That Meet Mental Capabilities and Limitations Work is designed to reduce the information- processing requirements of the job. Workers may be less likely to make mistakes or have accidents. Simpler jobs may be less motivating. Technology tools may be distracting employees from their primary task resulting in increased mistakes and accidents.

15. 4-15 Summary Work flow analysis identifies: – the amount and quality of a work unit’s outputs – the work processes required to produce these outputs – the inputs used to carry out the processes and produce the outputs Within an organization, units and individuals must cooperate to create outputs, and the organization’s structure brings people together for this purpose. Job analysis is the process of getting detailed information about jobs.