1. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–14–1 Part 2: Staffing The Organization Chapter 4: Redefining Jobs and Job Analysis Prepared by Linda Eligh, University of Western Ontario

2. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–24–2 Learning Objectives After you have read this chapter, you should be able to: 1.Discuss workflow analysis and business process re- engineering as approaches to organizational work, define job design and the importance of using teams. 2.Explain how work schedules and telework are affecting jobs and work. 3.Describe job analysis, and the stages in and methods used in the job analysis process. 4.Indicate how job analysis has behavioural aspects. 5.Identify the components of job descriptions and job specifications.

3. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–34–3 Changing Nature of Work and HR Management Dividing Work into Jobs  Work  Effort directed toward producing or accomplishing results.  Job  A grouping of tasks, duties, and responsibilities that constitutes the total work assignment for an employee. Approaches to Understanding Jobs  Workflow analysis  Re-engineering  Job design  Job analysis  Job descriptions and job specifications

4. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–44–4 Influences Affecting Jobs, People, and Related HR Policies Fig. 4-1

5. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–54–5 Changing Nature of Work and HR Management Workflow Analysis  A study of the way work (inputs, activities, and outputs) moves through an organization.  Rapid growth of the Internet and web-based information systems changes workflow in organizations.

6. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–64–6 Changing Nature of Work and HR Management Business Process Re-engineering (BPR)  Measures for improving such activities as product development, customer service, and service delivery.  Phases of Reengineering  Rethink  Redesign  Retool

7. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–74–7 Job Design  Organizing tasks, duties, and responsibilities into a productive unit of work. Person/job Fit  Matching characteristics of people with characteristics of jobs. Job Design Job Satisfaction Job Performance Physical and Mental Health

8. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–84–8 Person/Job Fit Fig. 4-2

9. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–94–9 Job Design Job Enlargement  Broadening the scope of a job by expanding the number of different tasks to be performed. Job Enrichment  Increasing the depth of a job by adding the responsibility for planning, organizing, controlling, and evaluating the job. Job Rotation  The process of shifting a person from job to job.

10. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–10 Job Design Characteristics of Jobs (Hackman and Oldham): Skill Variety  The extent to which the work requires several different activities for successful completion. Task Identity  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. Task Significance  The impact the job has on other people.

11. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–11 Job Design 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.

12. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–12 Job Characteristics Model Fig. 4-3

13. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–13 Job Design Consequences of Job Design  More likely to be viewed as positive by employees  Helps to distinguish “good” and “bad” jobs  Positively influences worker performance, job satisfaction, and physical and mental health Using Teams in Jobs:  Design jobs for teams where appropriate  Types of Teams:  Special-Purpose Team  Self-directed Work Team  Virtual Team

14. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–14 Factors Affecting Virtual Team Success Fig. 4-4

15. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–15 Job Design, Work Schedules, and Telework A job consists of:  tasks an employee does  relationships required on the job  tools the employee works with  many other elements Two most important job issues today:  when and how work is scheduled  where an employee is located when working

16. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–16 Work Schedules Global Work Schedule Differences  The number of work hours in a week varies from country to country. Work Schedule Alternatives  Longer daily hours (e.g., 4-day, 40 hours) Shift Work  Shift differentials for evening or night shift work (e.g. 5% premium for evening shift, 6% for night shift) Compressed Work Week  A work schedule in which a full week’s work is accomplished in fewer than five 8-hour days.

17. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–17 Work Schedules Flextime  A work scheduling arrangement in which employees work a set number of hours per day but vary their starting and ending times (e.g. employees work longer Mon.–Thurs., leave early Friday). Job Sharing  A scheduling arrangement in which two employees perform the work of one full-time job.

18. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–18 TeleworkTelework New information and communication technology mean employees can work anywhere and anytime.  A growing number of employers are allowing employees to work from a wide variety of locations (e.g. from home, or from home and office while sharing space with other “office nomads.”) Telecommuting  The process of going to work via electronic computing and telecommunications equipment.

19. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–19 Telework Concerns of Management and Employees Fig. 4-5

20. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–20 The Nature of Job Analysis Job Analysis  A systematic way of gathering and analyzing information about the content, context, and the human requirements of jobs. Analysis may focus on tasks performed or competencies needed for job performance. Information of interest includes:  Work activities and behaviours  Interactions with others  Performance standards  Financial and budgeting impact  Machines and equipment used  Working conditions  Supervision given and received  Knowledge, skills, and abilities needed

21. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–21 Job Analysis in Perspective Fig. 4-6

22. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–22 The Nature of Job Analysis Task-Based Job Analysis  Task  A distinct, identifiable work activity composed of motions  Duty  A larger work segment composed of several tasks that are performed by an individual  Responsibilities  Obligations to perform certain tasks and duties

23. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–23 The Nature of Job Analysis Competency-Based Job Analysis Competencies  Individual capabilities that can be linked to enhanced performance by individuals or teams. Includes both technical and behavioural competencies. Reasons for using a competency approach:  To communicate valued behaviours within the organization.  To raise competency levels throughout the organization.  To emphasize people’s capabilities for enhancing the competitive advantage of the organization.

24. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–24 The Nature of Job Analysis Job Analysis vs. Competencies  Traditional task based-analysis is a defensible basis for such activities as compensation, selection and training that may be the subject of legal action by employees if they feel they have been wronged in some way.  Currently there is little legal precedent regarding competency analysis, which leaves it open to legal challenge as not being documented as well as the traditional approach.  For this reason, task based job analysis is more widely used.

25. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–25 Typical Division of HR Responsibilities in Job Analysis Fig. 4-7

26. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–26 Stages in the Job Analysis Process Fig. 4-8

27. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–27 Job Analysis Methods Job Analysis Methods MethodsQuestionnairesQuestionnairesObservation Work Sampling Diary/LogObservation Diary/LogInterviewingInterviewing Specialized Job Analysis Methods PAQMPDQ PAQMPDQ Computerized Job Analysis

28. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–28 Typical Areas Covered in a Job Analysis Questionnaire Fig. 4-9

29. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–29 Job Analysis Methods Functional Job Analysis (FJA)  Distinguishes between what gets done on a job and what workers do to get the job done.  Examining data, people and things determines what gets done.  Involves at least seven steps. Managerial Job Analysis  Managerial jobs do not have a clearly observable routine.  Requires specialized questionnaires to examine managerial dimensions such as decision making and supervision.

30. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–30 Job Analysis Methods Computerized Job Analysis  Facilitates greater specificity when gathering and compiling information into a job analysis database. National Occupational Classification (NOC)  Federal government database containing classification structure and descriptions of:  520 occupational unit groups  30,000+ occupational titles  Features  An intuitive search engine and an online training tutorial.  NOC Matrix which shows both major and minor occupational groups and relationships between skill types and skill levels.

31. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–31 Behavioural Influences of Job Analysis Current Incumbent Emphasis “Inflation” of Jobs and Titles Managerial Anxieties (Straitjacket) Managerial Anxieties (Straitjacket) Employee Fears and Anxieties Behavioural Influences of Job Analysis

32. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–32 Determining Essential and Marginal Job Functions Fig. 4-12

33. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–33 Job Descriptions and Job Specifications Job Description  Identifies the tasks, duties, and responsibilities of a job. Performance Standards  Indicates what the job accomplishes and how performance is measured in key areas of the job description. Job Specification  Lists the knowledge, skills, and abilities (KSAs) an individual needs to perform a job satisfactorily.

34. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–34 Sample Job Duty Statements and Performance Standards Fig. 4-13

35. Copyright © 2008 by Nelson, a division of Thomson Canada Limited.4–35 Job Description Components Identification  Job title  Reporting relationships  Department  Location  Date of analysis General Summary  Describes the job’s distinguishing responsibilities and components Essential Functions and Duties  Lists major tasks, duties and responsibilities Job Specifications  Knowledge, skills, and abilities  Education and experience  Physical requirements Disclaimer  Of implied contract Signature of approvals