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Session 6

Job Analysis and Design

Kumar Alok

CIMP

Focus of discourse

Work systems design Job design Job analysis Dejobbing

Kumar Alok

CIMP

Work systems design

Ensures sufficient work for the employees to keep them productive and motivated Ensures that employees should not get overwhelmed by their jobs

Central idea: Facilitating peak performance with employee delight

Kumar Alok

CIMP

Work System Design Model


What employees do What employees need

Work systems

How jobs interfere with other jobs

Adapted from Strategic Human Resource Management, J. A. Mello, TSW 2005 edition, pp 172

Kumar Alok

CIMP

The Job Characteristics Model


Core job dimensions Skill variety Task identity Task significance Experienced responsibility for outcomes of the work Critical psychological states Experienced meaningfulness of the work Personal and work outcomes High internal work motivation High-quality work performance

Autonomy

High satisfaction with the work


Low absenteeism and turnover

Feedback

Knowledge of actual results of the work activities

Employee growth, needs, strength


Adapted from Strategic Human Resource Management, J. A. Mello, TSW 2005 edition, pp 172

Kumar Alok

CIMP

Appreciating employee needs


Changing lifestyles and demographics Work-life balance Employee voice Workplace safety

Kumar Alok

CIMP

Job interdependence

Pooled interdependence: coordination

Dependence

for

Sequential interdependence: Dependence for performance Reciprocal interdependence: Dependence created by less organised and random nature of job

Kumar Alok

CIMP

Work scheduling

Compressed work week Flextime Job sharing Part-time work

Kumar Alok

CIMP

Job design

A conscious effort to organise tasks, duties and responsibilities into an unit of work to achieve a certain objective Simultaneously attempts to satisfy both technological and human considerations Often leads to job specialisation

Kumar Alok

CIMP

Job redesign
Rearrange existing tasks in the job Add new tasks Include work done before the job Increase feedback on performance Eliminate dissatisfying tasks from job
Kumar Alok CIMP

Add new responsibility

JOB

Include work done after the job

Increase closure of tasks

Main approaches

Job enlargement: Increasing the number of activities at the same level

Also known as horizontal loading

Job rotation: Systematically moving from one job to another to broaden experience or to prepare for an enhanced role within the company Job enrichment: Redesigning jobs to experience more responsibility, achievement, growth and recognition

Also known as vertical loading


CIMP

Kumar Alok

Job analysis

Refers to the anatomy of an ongoing job Involves collecting information about a job Identifies what tasks and responsibilities a job consists of Identifies the knowledge, attitude and skills required to perform a job Identifies the environment surrounding a job Results into job specification and description
CIMP

Kumar Alok

Purpose of job analysis


Justifying the existence of the job and its place in the organisation Aiding the supervisor and employee in defining each employees duties and responsibilities Determining recruitment needs and the information necessary to make employment decisions Providing prospective job applicants an idea of the job Serving as the basis for establishing career development plans and programs

Determining a jobs relative worth


Serving as a basis for career development and succession planning
CIMP

Kumar Alok

Process of Job analysis


Collection of background information Selection of representative positions for analysis

Collection of job analysis data


Developing a job description

Developing a job specification

Kumar Alok

CIMP

Sources of job data


Individuals who do the job Supervisors and subordinates Individuals associated with the job Subject Matter Experts (SMEs) Clients and customers

Kumar Alok

CIMP

Methods of data collection

Observations Performing the job Interviews Critical incidents Diaries/log books Questionnaires Background records Internet
Kumar Alok CIMP

Job description

Job title Job summary Duties and responsibilities Authority of the incumbent Relationship to other jobs Standards of Performance Equipments Working conditions Hazards
CIMP

Kumar Alok

Job specification

Knowledge Skills Abilities

Personality
Other attributes

Academic qualifications
Must have/should have/could have
CIMP

Kumar Alok

Dejobbing

Broadening the responsibilities of the company's jobs and encouraging employees not to limit themselves to what is on their job descriptions Result of the need to be adaptive to the fast changing business environment Flatter organisations: Lesser layers Work teams: Self-managed teams Boundaryless organisation: Permeable boundaries of departments Reengineering: Fundamental rethinking and radical redesign of business processes Competency-based job analysis: Describing a job in terms of competencies and not activities
Kumar Alok CIMP

Thank you!

Kumar Alok

CIMP

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