MODULE IN HUMAN RESOURCE DEVELOPMENT AND MANAGEMENT

Module 2
Job Analysis and Job Design
Overview:
A key element in human resource management program is job analysis. Once an effective job
analysis program is established and maintained, many troublesome personnel problems either become
much less difficult to resolve or disappear entirely. Job analysis is the basis of the other personnel
functions. It results in two essential documents: the job descriptions and the job specifications. They will
be used in the other functions, such as personnel planning, recruitment, employee selection, performance
appraisal, training, compensation, discipline, health and safety programs, and labor-management
relations.
Outcomes:
At the end of this chapter, students must have:
1. defined job analysis
2. appreciated the importance of job description and job specification
3. knew the purpose and importance of job analysis as the foundation of all HR practices
4. familiarized with the job analysis process
5. knew what job design and its options in modern management
6. determined the various motivational approaches to modern job design
7. knew what it means to work on a flexible schedule

Lesson Subject Matter or Concepts to be learned

- Job Analysis
- *Job Analysis: A Basic HRM Tool
- *Job Analysis Process
- Job Design
* Approaches to Modern Job Design: Motivational Approach
- Flexible Work Schedule
*Categories of Flexible Work Options

Module Strategy/method to be used: MODIFIED 4A’s of KOLB’S EXPERIENTAL LEARNING

Activate

Acquire
Job Analysis
Job Analysis

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Job
- is a set of homogeneous tasks related by similarity of functions
- when performed by an employee in an exchange for a pay, it consists of duties, responsibilities,
and tasks (performance elements) that are:
1. defined and specific;
2. can be accomplished, quantified, measured, and rated
- is tantamount with a role, a function, and a responsibility.
- it includes the physical and social aspects of a work environment
(businessdictionary.com)

Job Analysis
- “analysis’ or meticulous study or assessment of the job so as to generate better understanding of
its general as well as specific requirements.
- The purpose is to optimize the process of evaluation
- (Harry L. Wylie) Job analysis deals with the anatomy of the job. This is the complete study of the
job embodying every known and determinable factor, including the duties and responsibilities
involved in its performance; the conditions under which performance is carried on; the nature of
the task; the qualifications required in the worker; and the conditions of employment such as pay,
hours, opportunities and privileges.

 Frederick Taylor (1911) Scientific Management

- Job Analysis was at first organized to improve the efficiency of workers.
- The first job analyst was Frederick Taylor, known as the father of the scientific
management.
- Taylor studied work by breaking it down into its smallest identifiable components to
determine the one best way to perform each component and then compiled work into larger
duties and, finally, jobs.
- Taylor was the first management consultant to systematically study work as it was performed.
- His purpose was to improve productivity.

 Elton Mayo (1927-1932) Hawthorne Studies

- Hawthorne studies followed closely on the heels of the scientific management movement.
- Work context was an important component in establishing the most suitable method to
perform job duties.
- It converged in varying elements in the work environment to determine the effect on worker
productivity.
- It enhanced the understanding of jobs by counting in the interpersonal elements of the work
context.
- Studies showed that it was not enough to simply study tasks and duties that workers perform.
- Workers need to interact with others- and this must be considered during a job analysis
- Jobs must be considered in the larger context of social relationship to have a better
understanding as to how work gets done, the job analyst must take the following into
consideration:
1. Take into account who the worker interacts with
2. How much interdependence there is among workers
3. Other social aspects of the job
- Hawthorne Studies supports the following:

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1. Informal organization affects productivity

2. Work group norms affect productivity
3. The workplace is a social system
4. Work is more than tasks and duties

 Job Analysis-
- An efficiently methodical process of accumulating all pertinent information about the job
description and job specification meant towards the selection of personnel, job satisfaction,
motivation, and many others.
- It is a data gathering process in which the Job Analyst determines the following:
1. What the employee actually does on the job
2. The required qualifications needed to perform those duties
3. The context in which the work is performed
- Can be conducted for existing and anticipated jobs
- Its outcome has two components:

Job Description Job Specification

 Job Description
- an inscribed synopsis or outline of task requirements- written in black and white
- It is a list of what the job entails
- This is the physical and environmental characteristics of the work to be done
- A statement of information about duties and responsibilities of a particular job.

*Importance
1. Clarifies employer expectations for employee
2. Provides basis for measuring job performance
3. Provides a clear description of role for job candidates
4. Provides a structure for company to understand and structure, all jobs and ensure
necessary activities, duties and responsibilities are covered by one job or another
5. Provides continuity of role parameters irrespective of manager interpretation
6. Enables pay and grading systems to be structure fairly and logically.
7. Prevents arbitrary interpretation of role content and limit by employee and employer and
manager
8. Essential reference tool in issues of employee/ employer dispute
9. Essential reference tool for discipline issues
10. Provides important reference points for training and development areas
11. Provides neutral and objective reference points for appraisals, performance reviews and
counseling.
12. Enables formulation of skills set and behavior set requirements per role

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13. Enables organization to structure and manage roles in a uniform way, thus increasing
efficiency and effectiveness of recruitment, training and development, organizational
structure, work flow and activities, customer service, others
14. Enables factual view to be taken by employees and managers n career progression and
succession planning

Job Description
 Job Title
 Summary Description
 Tasks and Responsibilities
 Minor Functions
 Supervisor
 Qualifications
 Skills Necessary
 Experience Desired
 Working Hours

 Job Specification
- A statement of information about qualifications, special qualities, skills, and knowledge
required for an employee to fit for a job.
- A written summary of what kind of people to hire for a specific job with work requirements
such as:
1. Knowledge
2. Skills
3. Aptitudes
4. Attitudes
- It is a statement of employee’s characteristics and qualification require for satisfactory
performance f defined duties and tasks comprising a specific job or function
- It addresses the question: “What personal traits and experiences are needed to perform job
effectively?”
- It is specifically useful in offering guidance for recruitment and selection.

*Components of a Job Specification

1. Personal Characteristics
- Education
- Job Experience
- Age
- Gender
2. Physical Characteristics

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- Height
- Weight
- Vision
- Hearing
- Health
3. Mental Characteristics
- General intelligence
- Memory
- Judgment
- Foresight
- Ability to concentrate
4. Social and Psychological Characteristics
- Emotional ability
- Flexibility
- Manners
- Drive
- Conversational ability
- Interpersonal ability
- Attitude
- Values
- Creativity

 Job Analysis: A Basic Human Resource Management Tool

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- Job analysis performs an important role in all HR functions and activities

- Job analysis is the foundation on which all HR practices are built.

 When is Job Analysis Used?

- Personnel selection
- Recruitment-postulating accurate job data
- Management compliance
- Performance appraisal
- Identification of job similarity for easy transfer
- Job evaluation
- Job re-design and reengineering

 Job Analysis: Importance and Purpose

- The rationale of doing job analysis is to formulate job description and job
specification which would facilitate to hire skilled workforce.
- It makes possible for recruiters and employers to have a profound comprehension of
a job and can therefore simply track aspirants who possess the expected
qualifications and qualities to perform a job.
- Aside from defining duties and tasks required, job analysis share importance on the
following:
1. Legal validation of employment decisions
2. Identification of reporting relationships
3. Basis for determining relative worth of jobs
4. Identifies redundancy
- Intentions behind job analysis is to answer questions such as:

*What?

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- What is the need of the job to exist?

- What are the usual mental and physical behaviors that are expected of an employee?
- What are the required minimum qualities and qualifications to perform the job?
*Where?
- Where is the job to be performed?
- Where do we go from here?
*When?
- When is the job needed?
- When is the right time to hire additional manpower to fill in the gaps?
* How?
- How did the employee perform?- Evaluation

 Purpose of Job Analysis

1. Determining qualifications required of jobholders
2. Providing guidance in the recruitment and selection process
3. Evaluating current employees for transfer or promotion
4. Provide a basis for determining training
5. Providing clues for work methods simplification and improvement
6. Setting compensation and maintaining fairness in wage and salary administration
7. Judging the merits of grievances that question assignments and compensation
8. Establishing responsibility, accountability, and authority
9. Providing essential guidance for performance management in the establishment of
standards of performance and performance appraisal
10. Strategic planning

 Objectives of Job Analysis

1. To bring about the most applicable methods and techniques in carrying out a job
2. To accumulate and intensify employee job satisfaction
3. To ascertain fundamental areas for giving training to employees and to find out best
methods of training
4. Development of performance measurement systems, and
5. To match job-specifications with employee specifications while within the selection
stage.

 Job Analysis: Foundation of All HR Practices

HR Planning Work Design

Required Skills

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Staffing Advertising in the Labor Market

Selection Criterion
Selection Methods
Succession Planning
Training Training Needs for New Employees
Training Program Content
Training Evaluation
Performance Performance Standards
Management Evaluation Criterion
Appraisal Forms and Methods
Feedback and Communication with Employees
Safety and Health Required training
Required Protective Guidelinrs and Equipment
Hazard Communications
Accommodations for Medical Impairments
Rewards Value of each job for compensation purposes
Pay adjustments
Employee Relations Work Rules, Policies, and Procedures
Clear Lines of Responsibility and Authority
Union Work Settings
Legal Compliance Recordkeeping
Accommodations
Trainings
Compensation Practices
Equal Employment and affirmative action

 Job Analysis Process

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 Approaches to Job Analysis

Work The central focus is on the actual task involved in a job.

Oriented Generally concentrates on duties, functions and responsibilities
Approach involved in a job

EmployeeOri The focus is on examining of human attributes needed to perform

ented the job accordingly.
Approach Human attributes have been classified into knowledge, skills,
attitude and other characteristics.

Knowledge is the information people need in order to perform the job

Skills are the proficiencies needed to perform each task.
Abilities are the attributes that are relatively stable in time.
Other characteristics are all other attributes, usually personality factors

Job Design
Job Design
- A systematic attempt to organize tasks, duties and responsibilities into a unit of work to achieve
certain objectives
- Determining job tasks and responsibilities employees are expected to perform

Job Design is the process of:

- Deciding the contents of the job
- Deciding methods to carry out the job
- Deciding the relationship which exists in the organization

Key Issues to Consider

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- Which tasks should be highlighted?

- How minimal or intricate are these tasks?
- How many tasks can employees realistically perform?
- How much flexibility is given to employees?

Why Perform Job Design?

*From Employee’s Perspective
- How employees will accomplish their jobs will affect employees contributions
- Determine if design approach will be in favor toward attaining employee efficiency or
employee motivation.
*From Companies’ Perspective
- Establish whether organizations will realize objectives by designing jobs in suitable ways

Job Design Options of Modern Management

- HR managers have to balance employees’ human needs and employers’ economic goals.
- It aim to reduce cost, employee absenteeism, and employee turnover
- It aspires to increase productivity and quality of work

Approaches to Modern Job Design: Motivational Approach

1. Changing Job Tasks

Job Enlargement
- It is the process of combining two or more tasks into one job thereby intensifying volume or
variety of a certain tasks to be performed.
- It is usually covers the additional handling of supplementary task.
- Also known as “Horizontal Loading” as additional tasks involve almost the same level of
responsibility.
- Has often has affirmative outcomes on employee effectiveness.

Advantages
1. It is a form of training employees not to limit their skills and discipline them in handling
responsibilities
2. It allows its staff to learn more than one task, hence increasing their value to the firm.
3. It gives them the opportunity to explore other tasks making them flexible and reliable as
circumstances require.

Job Rotation
- Refers to the relocating of employees from one job to another in a methodical routine.

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- It may also be viewed as a training tool to further one’s skills as this engages in a periodic
assessment of an employee to entirely different set of job activities.
- It moves its staff from one routine job to another.
Advantages:
1. A downright effective way to acquire and develop compound employee proficiencies
which is a win-win situation for both the organization and the employee. Moreover, it
fosters the creation of greater job interest and career options for its personnel.
2. It is utterly beneficial if it is a function of a bigger redesign effort more specifically if it is
used as a training and development tactic to cultivate several employee competencies and
groom them for advancement.
Job Enrichment
- Is the accelerating extent of responsibility or control over tasks of a job, thus, making the job
more challenging.
- It seeks to include certain level of intricacy to a job by giving employees more control,
accountability, and freedom of choice over how their job is performed
- Its purpose is to make the position more satisfying to the employee.
- May be subjective as it is individual employee who can be the final judge as to what enriches his
job.
Vertical job loading
- Is the terminology used by Herzberg to describe his principles for enriching positions
and giving employees more challenging work.
- It is intended to contrast with job enlargement, also known as horizontal job loading,
which often involves giving employees more work without changing the challenge
level.
- Frederick Herzberg developed the following set of principles for the enrichment of jobs:
1. Removing some controls while retaining accountability
2. Increasing the accountability of individuals for own work
3. Giving a person a complete, natural unit of work
4. Granting additional authority to employees in their activity
5. Making periodic reports directly available to the workers themselves rather than to supervisors
6. Introducing new and more difficult tasks not previously handled
7. Assigning individuals specific or specialized tasks; enabling them to become experts

2. Increasing Responsibility and Participation

Ways on how to build up responsibility and participation
a. Empowerment- employees have involvement and mandated authority over how they function
and take part in decisions and resolutions
b. Participation- allowing employees to partake in decisions that may affect them in their
respective jobs
c. Voice- granting employees a certain degree of access to formal channels within the firm to
articulate concerns about matters relating to their work condition
3. Employee Teams

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These are groups who work collaboratively toward a collective goal:

a. Work Teams- composed of well defined, stable, full-time members
b. Parallel Teams- comprised of cross functional group to address problem or issue whose
members normally retain their formal positions as well.
c. Project Teams- they exist for limited time to accomplish an objective
d. Self-managed Teams- made of members who are expected to work collaboratively to do tasks
that may include the following:
- Making decisions
- Hiring
- Planning
- Scheduling work activities
- Accomplishing goals
Job Redesign
- The process of ‘restructuring” the elements of a job such as tasks, duties and responsibilities
- This is done to make the job more…

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Key steps in Job Redesign

Advantages
1. Enhancing the quality of work-life
2. Increasing organization’s and employees’ productivity
3. Bringing the sense of belongingness in employees
4. Creating a right person-job fit

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Job Design Factors:

1. Complexity of the work
2. Work processes involved
3. Nature of the people currently employed in the organization
4. Timescales- where immediate responses are required
5. Geographical scattering of the organization’s activities
6. Effect of information technology
7. Growth level of an organization and available expertise needed to perform a task
8. Level of resources available
9. Availability of human resource in/ labor force in the environment

Approaches to Job Design

Engineering Approach
- Proposed by FW Taylor
- “The work of every workman is fully planned out by the management at least one day
in advance and each man receives in most cases complete written instructions,
describing in detail the task which he is to accomplish.”
The Scientific Management Principle
 Work function should be logically analyzed
 Division and customary standard of work will obtain the advantages of specialization
 Work ought to be precise and organized so that employees can be efficiently competent
in their respective jobs
 Personnel carefully chosen for a designated work had better be a match-up to the
demands of the job.
Glitches and Difficulties with Engineering Approach
 Repetition resulting to boredom
 Mechanical pacing
 Less enthusiasm in work
 Little social interaction
 Not much input in terms of the following:
- No opportunity to choose the methods for performing their jobs
- The tools which they use
- The work procedures
Job Characteristics Approach
- According to Hackman and Oldham, employees will work hard when:
1. They are rewarded for the work they do
2. When the work gives them satisfaction
The Five Core Job Dimensions
1. Skill Variety

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- The extent to which the job compels workers to use a variation of several activities,
talents and skills with the aim of successfully fulfilling the job requirements
2. Task Identity
- The extent to which the job permits its staff to accomplish the entire mission from
beginning to end, instead of fragmented portions of the job.
3. Task Significance
- The extent to which the job substantially impacts the lives of others both within and
outside the workplace.
4. Autonomy
- The extent to which the job grants employees a certain level of freedom to participate
in various aspects such as planning, scheduling and methods used to complete the job.
5. Feedback
- The extent to which the job itself offers staffs with well- defined, straightforward and
comprehensible knowledge of their performance.

Flexible Work Schedule

- Preferential options with respect to flexible work schedules provide employees a level of control
over when and where they work subject to the parameters or boundaries set forth by the firm.

Reasons for Work Flexibility

1. Role of technology
a. Communication
b. Information access
2. Generational priorities
a. Baby Boomers
b. Generation Y

Benefits
A. Employees
1. Increased productivity
2. Improved retention
3. Reduces turnover costs
4. Allows operations to continue during unexpected shut downs, disasters or inclement weather
conditions
5. Reduces absenteeism
6. A good recruitment tool- especially for hard-to-fill positions

B. Employers
1. become more socially responsible by:
- reducing the number of commuters on the road

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- in terms of household management, parents will have more time to bond with their
children and meet other family obligations

Categories of Flexible Work Options

1. Alternate Schedules- employees work full-time
 Flextime- Employees still need to work full time. However, instead of the usual 8am to
5pm work schedule (as the usual practice), employees may opt to start earlier (7am to
4pm) or later (9am to 6pm).
 Flexible Schedule- Employees working flexible schedules set their working hours on a
daily or weekly basis.
 Compressed Workweek- This provides an alternative to the traditional 8-hour per day for
a five-day workweek. In this arrangement, employees work longer hours in fewer days.
2. Reduced-Hours Alternatives- allow employees to work less.
 Part-time work- refers to any work schedule that is less than full-time in a workweek
(meaning less than the usual 40 hours per week)
 Job sharing- two individuals share the same job. The particular pair share one job
description and one workspace. They mutually agree to divide the workload. This is
typically done to ensure coverage at all times, either by the day to day, week or month.
 Project Work- considers an understanding and agreement whereby “the employment has
been fixed for a specific project or undertaking whose completion and termination has
been determined at the time of engagement of the employee. (Article 280, Labor Code of
the Philippines)
 Seasonal Work- applies where the work or service to be performed is seasonal in nature
and employment is for the duration of the season. (Article 280, Labor Code of the
Philippines)
3. Telecommuting
- the employee works outside the office, often working from home or a location closer to home
including, but not limited to places such as coffee shops and libraries.
- other terms associated are: E-commuting, Telework, Teleworking, Working from Home, Mobile
work, and remote work.

Apply
Activity2a: Student’s Job
Very few really equate the fact that being a student is actually having to a “job” just like any who is
employed with a company. That is why we call this activity “A student’s job” and as such, their failure to
meet typical standards has its implications- giving way for self-development.

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Answer the columns below and submit your output for grading:

Standards/ Implications Things to do to Target Frame

Deficiencies Improve
Punctuality- reporting
late in class
Passing requirements-
failure to submit term
paper, assignments,
projects, others.
Be presentable when
reporting to class-
smelly and dirty when
reporting for class
Follow instructions-
failure to follow
instructions when
taking an examination.
Pass tests and quizzes-
failure to pass quizzes
for the third time.

Activity 2b: Skills Set

As a student, surely you have gone around the university and have observed the different sports events.
This time, more than just observing, you will be required to identify the skills set needed by every player
in a given sports . This may need some research so you are better guided in doing this activity.
Example: If you want to play volleyball, you have to develop the following basic skills set:
- Passing - Spiking - Digging
- Setting - Blocking - Serving
Let us apply this to the following:

Sports Skills Set Needed What you need to develop

these skills?
Basketball
Track and Field
Lawn Tennis
Swimming

Assess

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