Welcome

To
A Session
On
Job Analysis
 Human Resource SECTION 2
Staffing the
Management Organization

TENTH EDITON

Robert L. Mathis  John H. Jackson

Chapter 6

Jobs

PowerPoint Presentation
© 2003 Southwestern College Publishing. All rights reserved.
by Charlie
6–2 Cook
 Learning Objectives

After you have read this chapter, you should be

able to:
– Discuss workflow analysis and business process
reengineering as approaches to organizational
work.
– Explain how changing job characteristics can be
used to improve jobs.
– Indicate how job analysis has both legal and
behavioral aspects.
– List and explain four job analysis methods.
– Identify the five steps in conducting a job analysis.
6–3
 Learning Objectives (cont’d)

– Write a job description and the job specifications

for it.
– Compare task-based job analysis with the
competency approach of job analysis.

6–4
What are job issues and HR
approaches ?

6–5
Job Issues and HR Approaches

Figure 6–1
6–6
What are the most frequently used terms used
in job related issues ?

Work: It refers to efforts directed toward

producing or accomplishing results.

Responsibility: It refers to obligations to

perform certain tasks and duties.

Duty: Duty refers to clusters of specific actions

(i.e., tasks) with a common purpose used to
carry out each major responsibility.

6–7
Defining the terms most frequently used
in job analysis

Task: A task is a distinct work activity carried

out for a distinct purpose. Examples include
typing a letter, preparing a lecture ,or
unloading a mail truck.

6–8
 The terms most frequently used in job
analysis

Position: A position refers to one or more duties

performed by one person in an organization. There are at
least as many positions as there are workers in the
organization; vacancies may create more positions than
employees.

6–9
The terms most frequently used in job
analysis

Job: Job refers to a grouping of tasks, duties,

and responsibilities that constitutes the total
work assignment for an employee.

6–10
What are the influences affecting jobs, people,
and job related issues

6–11
 Influences
Affecting Jobs,
People, and
Related HR
Policies

Figure 6–2
6–12
 What is workflow analysis?

Workflow Analysis: It is a study of the way

work (inputs, activities, and outputs) moves
through an organization.

Inputs
Activities Outputs
People
Tasks and Goods and
Materials
Jobs Services
Equipment

Evaluation

6–13
What is meant by reengineering
business processes ?

What are its purposes ?

6–14
 Reengineering Business Processes

 Purpose of Reengineering
– Improve business processes through the use of
work teams, training employees on multiple jobs,
and reorganizing operations. workflow, and offices
to simplify and speed work.
 Phases of Reengineering
– Rethink
– Redesign
– Retool

6–15
Developing Jobs for Individuals and Teams

Job Design: It refers to organizing tasks, duties,

and responsibilities into a productive unit of
work.

Why is job design receiving greater attention ?

6–16
Why is job design receiving greater attention ?

Job design is receiving greater attention for the

following three major reasons:

Job Design

Job Job Physical and

Performance Satisfaction Mental Health

6–17
What are various approaches to job design ?
Job enlargement
Job enrichment
Job location

6–18
 What is meant by job enlargement ?

Job enlargement: It refers to broadening the

scope of a job by expanding the number of different
tasks to be performed.

6–19
 What is meant by job enrichment ?

Job enrichment: It refers to increasing the

depth of a job by adding the responsibility for
planning, organizing , controlling, and evaluating
the job.
How is job enriched?

6–20
 How is job enriched?
Giving a person an entire job rather than just a
piece of the work
Giving more freedom and authority
Increasing a person’s accountability
Expanding assignments
Giving feedback report this directly to
employees rather than to management only

6–21
 What is meant by job rotation ?

Job Rotation: It is the process of shifting a

person from job to job.

6–22
What are the characteristics of jobs ?

6–23
Job Characteristics Model

Figure 6–3
6–24
 What are characteristics of Jobs?

Job Characteristics
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.

Autonomy The extent of individual freedom and discretion in

the work and its scheduling.

Feedback The amount of information received about how well

or how poorly one has performed.

6–25
What are various types Teams used in Jobs?

Types of Teams
Special-Purpose Organizational team formed to address specific
Team problems, improve work processes, and enhance
product and service quality.

Quality Circle Small group of employees who monitor productivity

and quality and suggest solutions to problems.

Production Cells Grouping of workers who produce components or

entire products.

Self-directed A team composed of individuals assigned a cluster

Work Team of tasks, duties, and responsibilities to be
accomplished.

Shamrock Team A team composed of a core of members, resource

experts who join the team as appropriate, and part-
time/temporary members as needed

6–26
 What characteristics contribute to the
successful use of self-directed work teams?

Teams value and endorse dissent

Teams use ‘Shamrock’ structures and have
variation in membership
Teams have authority to make decisions

6–27
Shamrock Team

Figure 6–4
6–28
 Team Jobs

 Advantages  Disadvantages
– Improved productivity – Requires employees to
– Increased employee be ―group oriented‖
involvement – Not appropriate for
– More widespread most work in
employee learning organizations
– Greater employee – Can be overused
ownership of – Difficult to measure
problems team performance
– Individual compensation
interferes with team
concept

6–29
What are other job design related issues?
Work schedules
Locations

What are various work schedules ?

Traditional work schedule
Flextime work schedule
Compressed workweek
Shift work schedule

6–30
What are various alternative physical work
locations ?
Telecommuting
Hoteling
Virtual offices

6–31
 Alternative 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.
 Compressed Work Week
– A work schedule in which a full week’s work is
accomplished in fewer than five days.

6–32
 Alternative Work Locations

 Telecommuting
– The process of going to work via electronic
computing and telecommunications equipment.
 Temporary Locations
– Hoteling
– Virtual office
 Effects of Alternative Work Arrangements
– A shift to evaluating employees on results
– Greater trust, less direct supervision
– Lack of direct contact (visibility)

6–33
 What is meant by job analysis?

Job Analysis refers to a systematic way to

gather and analyze information about the
content, context, and the human requirements
of jobs.
What does it involve ?

6–34
 What does it involve ?

Job Analysis Involves collecting information on the

characteristics of a job that differentiate it from other
jobs. Information that can be helpful in making the
distinction includes the following :
• Work activities and behaviors
• Interactions with others
• Performance standards
• Financial and budgeting impacta
• Machines and equipment used
• Working conditions
• Supervision given and received
• Knowledge, skills, and abilities needed

6–35
What are the documents produced by job
analysis ?

Job descriptions
Job specifications

6–36
Job Analysis in
Perspective

Figure 6–5
6–37
 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

6–38
Typical Division of HR Responsibilities: Job Analysis

Figure 6–6
6–39
What are the stages in the job analysis
process ?

Figure 6–6
6–40
 Stages in the Job
Analysis Process

Figure 6–7
6–41
What are various job analysis methods ?

6–42
 Job Analysis Methods

Job Analysis
Methods

Specialized
Observation Job Analysis
Methods Computerized
Interviewing Questionnaires
Work Sampling Job Analysis
Diary/Log PAQ
MPDQ

6–43
 Job Analysis and
the U.S. Department of Labor
 Functional Job Analysis (FJA)
– Goals of the organization
– What workers do to achieve goals
– Level and orientation of what workers do
– Performance standards
– Training content
 Dictionary of Occupational Titles
– Data, people, and things
 O*Net Online
– Online information from DOL job research

6–44
What are typical areas covered in a job
analysis questionnaire ?

6–45
Typical Areas Covered in a
Job Analysis Questionnaire

Figure 6–8
6–46
What are behavioral aspects of job
analysis ?

6–47
Behavioral Aspects of Job Analysis

Job
Inflation

Managerial
Behavioral Straitjacket
Aspects of
Job
Analysis Current Incumbent
Emphasis

Employee
Anxieties

6–48
 Legal Aspects of Job Analysis

 Job Analysis and the Americans with

Disabilities Act (ADA)
– Essential job functions—fundamental duties of the
job that are performed regularly, require significant
amounts of time, cannot be easily assigned to
another employee, and are necessary to accomplish
the job.
– Marginal job functions—duties that are part of the
job but are incidental or ancillary to the purpose
and nature of the job.

6–49
 Determining Essential and Marginal Job Functions

Source: Figure 6–9

6–50
 Job Analysis and Wage/Hour Regulations

 Fair Labor Standards Act

– To qualify for an exemption from the overtime
provisions of the act:
• Exempt employees can spend no more than 20% of
their time on manual, routine, or clerical duties.
• Exempt employees must spend at least 50% of their
time performing their primary duties as executive,
administrative, or professional employees.

6–51
Sample Job Duty Statements
and Performance Standards

Figure 6–10
6–52
 What is meant by job description?
Job description refers to identification of the
tasks, duties, and responsibilities of a job. It
describes what is done, why it is done,
where it is done, and, briefly how it is done.

What is meant by performance standard?

Performance standard is an indicator of
what the job accomplishes and how
performance is measured in key areas of
the job description.
6–53
What is meant by job specification?
Job specification is the knowledge, skills, and
abilities (KSAs) an individual needs to perform a
job satisfactorily.

6–54
Sample Job Description and Specifications

Figure 6–11a
6–55
Sample Job Description and Specifications

Figure 6–11b
6–56
Sample Job Description and Specifications

Figure 6–11c
6–57
What are various job description
components ?

6–58
 Job Description Components

 Identification  Essential Functions and

– Job title Duties
– Reporting relationships – Lists major tasks, duties
– Department and responsibilities
– Location  Job Specifications
– Date of analysis – Knowledge, skills, and
 General Summary abilities
– Describes the job’s – Education and experience
distinguishing – Physical requirements
responsibilities and  Disclaimer
components
– Of implied contract
 Signature of approvals

6–59
 What is the essence of the competency
approach to job analysis ?

The competency approach to job analysis focuses

less on performing specific task and duties and more
on competencies of an individual to fulfill
responsibilities and attaining results.

What are competencies?

6–60
 Competency Approach to Job Analysis

 Competencies
– Basic characteristics that can be linked to enhanced
performance by individuals or teams.
 Reasons for using the competency approach
– To communicate valued behaviors throughout the
organization.
– To raise the competency levels of the organization.
– To emphasize the capabilities of people to enhance
organizational competitive advantage.

6–61
What does the competency approach
aims at?
The competency approach considers how the
knowledge and skills are used
It also attempts to identify the hidden factors
that are often critical to superior performance

6–62
 What does behavior event interview process
involve?
 Identify future performance results areas critical to
the organization.
 Assemble panel groups familiar with the company.
 Interview panel members to get examples of job
behaviors.
 Develop detailed descriptions of competencies.
 Rate competencies and levels need to meet them.
 Standards of performance are identified and tied to
jobs.

6–63
 Thank you
For
Attending the session

6–64