1. Copyright © 2014 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT 5 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 Work Flow In Organizations Work Flow Design Process of analyzing tasks necessary for production of a product or service. Position Set of job duties performed by a particular person. Job Set of related duties.

3. 4-3 Figure 4.1: Developing a Work Flow Analysis

4. 4-4 Job Analysis Process of getting detailed information about jobs. Job Analysis Job Descriptions Job Specifications

5. 4-5 Importance of Job Analysis Job analysis is the building block of all HRM functions. Almost every HRM program requires some type of information determined by job analysis. Job analysis is the building block of all HRM functions. Almost every HRM program requires some type of information determined by job analysis. Work redesign HR planning Selection Training Performance appraisal Career planning Job evaluation Work redesign HR planning Selection Training Performance appraisal Career planning Job evaluation

6. 4-6 Figure 4.5: Approaches to Job Design

7. 4-7 Designing Jobs That Motivate: The Job Characteristics Model 1. Skill variety – extent a job requires a variety of skills to carry out tasks involved. 2. Task identity – degree a job requires completing a “whole” piece of work from beginning to end. 3. Task significance – extent the job has an impact on people. 4. Autonomy – degree the job allows an individual to make decisions about the way work will be carried out. 5. Feedback - extent to a person receives clear information about performance effectiveness from the work itself. 1. Skill variety – extent a job requires a variety of skills to carry out tasks involved. 2. Task identity – degree a job requires completing a “whole” piece of work from beginning to end. 3. Task significance – extent the job has an impact on people. 4. Autonomy – degree the job allows an individual to make decisions about the way work will be carried out. 5. Feedback - extent to a person receives clear information about performance effectiveness from the work itself.

8. 4-8 Figure 4.6: Characteristics of a Motivating Job

9. 4-9 Designing Jobs That Motivate Job Enlargement Job Enlargement - Broadening 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.

10. 4-10 Designing Jobs That Motivate Flexible Work Schedules Employees may choose starting and ending times within guidelines. Work schedule that allows time for family and community interests. Employees may choose starting and ending times within guidelines. Work schedule that allows time for family and community interests. Two part-time employees complete tasks associated with a single job. Enables an organization to attract or retain employees who want time to attend to other matters. Two part-time employees complete tasks associated with a single job. Enables an organization to attract or retain employees who want time to attend to other matters. Flextime Job Sharing Telework –doing one’s work away from a centrally located office

11. 4-11 Designing Ergonomic Jobs  Ergonomics – study of interface between individuals’ physiology and characteristics of physical work environment. Goal is to minimize physical strain on the worker by structuring physical work environment around the way the human body works. Redesigning work to make it more worker- friendly can lead to increased efficiencies.  Ergonomics – study of interface between individuals’ physiology and characteristics of physical work environment. Goal is to minimize physical strain on the worker by structuring physical work environment around the way the human body works. Redesigning work to make it more worker- friendly can lead to increased efficiencies.