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CH 4: Analyzing Work and Designing

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Dejobbing Ergonomics

"Dejobbing" - designing work by project rather than jobs. the study of the interface between individuals' physiology and the characteristics of the physical work environment. The goal is to minimize physical strain on the worker by structuring the physical work environment around the way the human body works. Redesigning work to make it more workerfriendly can lead to increased efficiencies.

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Job Analysis Job Description Job Design

The process of getting detailed information about jobs. a list of tasks, duties, and responsibilities (TDRs) that a particular job entails the process of defining how work will be performed and what tasks will be required in a given job. Broadening the types of tasks performed in a job. Methods of job enlargement include: 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

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Job Enlargement

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Fleishman Job Analysis System Fleishman Job Analysis System: Categories of Abilities Flextimes

Job analysis technique that asks subjectmatter experts to evaluate a job in terms of the abilities required to perform the job. -Written comprehension -Deductive reasoning -Manual dexterity -Stamina -Originality A scheduling policy in which full-time employees may choose starting and ending times within guidelines specified by the organization. A work schedule that allows time for community and family interests can be extremely motivating.
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Job Enrichment

Empowering workers by adding more decision-making authority to jobs. Based on Herzberg's theory of motivation. Individuals are motivated more by the intrinsic aspects of work. a similar process that involves changing an existing job design. A work option in which two part-time employees carry out the tasks associated with a single job. Enables an organization to attract or retain valued employees who want more time to attend school or take care of family matters.

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Job Redesign Job Sharing

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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

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Job Specifications

a list of the knowledge, skills, abilities, and other characteristics (KSAOs) that an individual must have to perform a particular job. Key components: -Job Title -Brief description of the TDRs -List of the essential duties with detailed specifications of the tasks involved in carrying out each duty -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.

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Key components of a job description

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Industrial Engineering

the study of jobs to find the simplest way to structure work in order to maximize efficiency. -Reduces the complexity of work. -Allows almost anyone to be trained quickly and easily perform the job. -Used for highly specialized and repetitive jobs. A set of related duties.

Key components of a job specification

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Job

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PAQ Key Sections

-Information input -Mental processes -Work output -Relationships with other persons -Job context -Other characteristics The set of duties (job) performed by a particular person. A standardized job analysis questionnaire containing 194 questions about work behaviors, work conditions, and job characteristics that apply to a wide variety of jobs. Have authority for an entire work process or segment: -schedule work -hire team members -resolve team performance problems -perform other duties traditionally handled by management Team members motivated by autonomy, skill variety, and task identity.

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The Job Characteristics Model

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Position Position Analysis Questionnaire (PAQ) Self-Managing Work Teams

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1. Skill variety - the extent to which a job requires a variety of skills to carry out the tasks involved. 2. Task identity - the degree to which a job requires completing a "whole" piece of work from beginning to end. 3. Task significance - the extent to which the job has an important impact on the lives of other people. 4. Autonomy - the degree to which the job allows an individual to make decisions about the way work will be carried out. 5. Feedback - the extent to which a person receives clear information about performance effectiveness from the work itself. -the job itself (through job analysis) and -its place in the units work flow (work flow analysis) Limit the amount of information and memorization that the job requires. Organizations can provide: -adequate lighting -easy-to-read gauges and displays -simple-to-operate equipment -clear instructions

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To design job effectively, need to understand Ways to simplify a job's mental demand

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Sources of Job Information

-Incumbents: people who are already working in the position -Dictionary of Occupational Title -Occupational Information Network: online job description database developed by Labor Department Telework - the broad term for doing one's work away from a centrally located office. Advantages to employers include: -less need for office space -greater flexibility to employees with special needs Easiest to implement for managerial, professional, or sales jobs. Difficult to set up for manufacturing workers.

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Work Flow Design Work Flow Design and Organization's structure

The process of analyzing tasks necessary for the production of a product or service. Within an organization, units and individuals must cooperate to create outputs.

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Telework

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The organization's structure brings together the people who must collaborate to efficiently produce the desired outputs. -Centralized -Decentralized -Functional -Product or Customer

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