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McGraw-Hill/Irwin Copyright © 2014 by the McGraw-Hill Companies, Inc. All rights reserved.
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 Need to Know

1. Elements of work flow analysis and how work

flow is related to an organization’s structure.
2. How to obtain information for a job analysis.
3. Elements and trends in job analysis and their
significance in HRM.
4. Methods for designing a job so that it can be
done efficiently and motivating.
5. How organizations apply ergonomics to design
safe jobs and plan for mental demands of a job.

4-2
Work Flow In Organizations

4-3
Figure 4.1: Developing a Work Flow
Analysis

4-4
Work Flow Design and Organization’s
Structure
Within an organization, units and individuals must
cooperate to create outputs.
The organization’s structure brings together people
who must collaborate to efficiently produce
desired outputs.
 Centralized
 Decentralized
 Functional
 Product or Customer

4-5
 Firefighters work as a team.
They and their equipment

are the inputs and the output

is an extinguished fire and
the rescue of people and
pets.
In any organization or team,

workers need to be cross-

trained in several skills to
create an effective team.

4-6
Job Analysis

Process of getting
detailed information
about jobs.

4-7
Job Descriptions
 Jo b De s c rip tio n: a list of tasks, duties, and
responsibilities (TDRs) that a particular job
entails.
 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

4-8
Figure 4.2: Sample Job Description

4-9
Job Specifications
Job Specification: list of knowledge, skills,
abilities, and other characteristics (KSAO needed
to perform a particular job).
 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 general enduring capability that an
individual possesses.
 Other Characteristics: job-related licensing,
certifications, or personality traits.

4-10
Figure 4.3: Sample Job Specifications

4-11
Sources of Job Information

4-12
4-13
Position Analysis Questionnaire (PAQ)

What is it? Key sections:

A standardized job 1. Information input

analysis questionnaire 2. Mental processes
containing 194 3. Work output
questions about work
behaviors, work 4. Relationships with
conditions, and job other persons
characteristics that 5. Job context
apply to a wide variety 6. Other characteristics
of jobs.
4-14
Fleishman Job Analysis System
What is it? Categories of abilities:

 Job analysis technique • Written

that asks subject-matter comprehension
experts to evaluate a job • Deductive reasoning
in terms of the abilities
required to perform the
• Manual dexterity
job. • Stamina
• Originality

4-15
Figure 4.4: Example of an Ability from Fleishman
Job Analysis System

4-16
Importance of Job Analysis
 Job analysis is so • Work redesign
important to HR managers • HR planning
that it has been called the
building block of all HRM • Selection
functions. • Training
Almost every HRM
• Performance appraisal
program requires some
type of information
• Career planning
determined by job • Job evaluation
analysis.

4-17
 Table 4.1: competency model
Project Manager Proficiency Ratings
Competencies
Organizational & Planning Skills 1—Below Expectations
Ability to establish priorities on projects and 2—Meets Expectations
schedule activities to achieve results 3—Exceeds Expectations

Communications 1—Below Expectations

Ability to build credibility and trust through 2—Meets Expectations
open and direct communications with 3—Exceeds Expectations
internal and external customers.

Financial & Quantitative Skills 1—Below Expectations

Ability to analyze financial information 2—Meets Expectations
accurately and set financial goals that have 3—Exceeds Expectations
a positive impact on company’s bottom line
and fiscal objective

4-18
Trends in Job Analysis

Organizations are being viewed as a field of work

needing to be done, rather than as a set series of jobs
held by individuals.
“Dejobbing” – designing work by project rather than
jobs.

4-19
Job Design
 Jo b De s ig n: the process of defining how work
will be performed and what tasks will be
required in a given job.
 Jo b Re d e s ig n: a similar process that involves
changing an existing job design.
 To design jobs effectively, a person must
thoroughly understand:
 job itself (through job analysis) and
 its place in the units work flow (work flow analysis)

4-20
Figure 4.5: Approaches to Job Design

4-21
Designing Efficient Jobs
 Ind us tria l Eng ine e ring : study of jobs to find
simplest way to structure work to maximize
efficiency.
 Reduces complexity of work.
 Allows almost anyone to be trained quickly and easily
perform the job.
 Used for highly specialized and repetitive jobs.

4-22
Designing Jobs That Motivate: The Job
Characteristics Model
1. Skill variety – extent to which a job requires a
variety of skills to carry out tasks involved.
2. Task identity – degree to which a job requires
completing a “whole” piece of work from
beginning to end.
3. Task significance – extent to which the job has an
important impact on lives of other people.

4-23
Designing Jobs that Motivate: Job
Characteristics Model
4. Autonomy – degree to which the job allows an
individual to make decisions about the way work
will be carried out.
5. Feedback - extent to which a person receives
clear information about performance
effectiveness from the work itself.

4-24
Figure 4.6: Characteristics of a Motivating
Job

4-25
Designing Jobs That Motivate
Job Enlargement

4-26
Designing Jobs That Motivate

Job Enrichment Self-Managing Work Teams

• Empowering workers Have authority for an

by adding more entire work process or
decision-making segment
Team members
authority to jobs.
motivated by
• Based on Herzberg’s autonomy, skill variety,
theory of motivation. and task identity.
• Individuals motivated
more by intrinsic
aspects of work.
4-27
Test Your Knowledge
 Adding more tasks to an existing job is called
____________, while adding more decision-
making authority to jobs is called _________.
A. Job extension; job rotation
B. Job rotation; job enrichment
C. Job enlargement; job enrichment
D. Job enlargement; job rotation

4-28
Designing Jobs That Motivate Flexible
Work Schedules
Flextime
•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.
Job Sharing
•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.
4-29
Figure 4.7:
Alternatives to
8-to-5 Job

4-30
Designing Jobs That Motivate Telework

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.

4-31
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.

4-32
 Although employers in all
industries are supposed to
protect workers under the
OSHA “general duty” clause,
nursing homes, grocery stores,
and poultry- processing plants
are the only three industries
for which OSHA has published
ergonomic standards.

4-33
Designing Jobs That Meet Mental
Capabilities and Limitations
• Work is designed to reduce information-
processing requirements of the job.
• Workers may be less likely to make mistakes or
have accidents.
• Simpler jobs may be less motivating.
• Technology tools may be distracting employees
from their primary task resulting in increased
mistakes and accidents.

4-34
Ways to Simplify a Job’s Mental
Demands
 Limit 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

4-35
Summary

Work flow analysis identifies:

 amount and quality of a work unit’s outputs
 work processes required to produce these outputs
 inputs used to carry out processes and produce outputs
• Within an organization, units and individuals must
cooperate to create outputs, and organization’s
structure brings people together for this purpose.
• Job analysis is the process of getting detailed
information about jobs.

4-36
Summary

 Job analysis includes preparation of

 Job descriptions
 Job specifications
 Information for analyzing an existing job often
comes from incumbents and their supervisors.
 The U.S. Department of Labor provides
information:
 Dictionary of Occupational Titles
 Occupational Information Network (O*NET)

4-37
Summary
 The nature of work and job design is changing.
 Viewing organizations in terms of a field of work
needing to be done instead of specific job
descriptions
 Organizations are adopting project-based
structures and teamwork, which also require
flexibility and ability to handle broad
responsibilities.
 The basic technique for designing efficient jobs
is industrial engineering.
4-38
Summary
 According to the Job Characteristics Model, jobs are
more motivating if they have greater skill variety, task
identity, task significance, autonomy, and feedback.
 Ways to create such jobs include:
 Job Enlargement

 Job Rotation

 Job Enrichment

 Self-managing work teams offer greater skill variety and

task identity
 Flexible work schedules and telework offer greater
autonomy

4-39
Summary
 Goal of ergonomics is to minimize physical
strain on the worker by structuring the physical
work environment around the way the human
body works
Employers may seek to reduce the mental as well
as physical strain and reduce errors and accidents.
 Job design may limit amount of information and
memorization involved.
 Technology tools may actually cause more
distractions, errors, and accidents.

4-40