Professional Documents
Culture Documents
CHAPTER 4
Analyzing Work and Designing
Jobs
McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All Rights Reserved.
What Do I Need to Know?
4-2
What Do I Need to Know? (continued)
Work Flow
Position Job
Design
• The process • The set of • A set of
of analyzing duties (job) related
tasks performed by duties.
necessary for a particular
the person.
production of
a product or
service.
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Figure 4.1:
Developing a Work Flow Analysis
4-5
Work Flow Design and
Organization’s Structure
• Within an organization, units and individuals
must cooperate to create outputs.
• 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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• 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.
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Job
Job Analysis
The process of Analysis
getting detailed
information about
jobs. Job
Descriptions
Job
Specifications
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Job Descriptions
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Figure 4.2: Sample Job Description
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Job Specifications
• Job Specification: a list of the knowledge, skills,
abilities, and other characteristics (KSAOs) that an
individual must have 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 more general enduring capability that an
individual possesses.
– Other Characteristics: job-related licensing, certifications,
or personality traits.
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Figure 4.3: Sample Job Specifications
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Sources of Job Information
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Position Analysis Questionnaire (PAQ)
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Fleishman Job Analysis System
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Figure 4.4:
Example of an
Ability from the
Fleishman Job
Analysis System
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Test Your Knowledge
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Importance of Job Analysis
• Job analysis is so • Work redesign
important to HR • Human resource
managers that it has
been called the building planning
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:
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Trends in Job Analysis
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Job Design
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Figure 4.5: Approaches to Job Design
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Designing Efficient Jobs
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Designing Jobs That Motivate: The Job
Characteristics Model
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.
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Designing Jobs that Motivate: The Job
Characteristics Model (continued)
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.
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Figure 4.6:
Characteristics of a Motivating Job
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Designing Jobs That Motivate (continued):
Job Enlargement
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Designing Jobs That Motivate (continued)
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Test Your Knowledge
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Job Satisfaction is Slipping
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Designing Jobs That Motivate (continued):
Flexible Work Schedules
Flextime Job Sharing
• A scheduling policy in which • A work option in which two
full-time employees may part-time employees carry
choose starting and ending out the tasks associated
times within guidelines with a single job.
specified by the
organization. • Enables an organization to
• A work schedule that allows attract or retain valued
time for community and employees who want more
family interests can be time to attend school or
extremely motivating. take care of family matters.
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Figure 4.7:
Alternatives to
the 8-to-5 Job
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Designing Jobs That Motivate (continued):
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.
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Designing Ergonomic Jobs
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• 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.
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Designing Jobs That Meet Mental
Capabilities and Limitations
• Work is designed to reduce the 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.
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Ways to Simplify a Job’s Mental Demands
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Summary
• Work flow analysis identifies:
– the amount and quality of a work unit’s outputs
– the work processes required to produce these outputs
– the inputs used to carry out the processes and produce the
outputs
• Within an organization, units and individuals must
cooperate to create outputs, and the organization’s
structure brings people together for this purpose.
• Job analysis is the process of getting detailed
information about jobs.
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Summary (continued)
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Summary (continued)
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Summary (continued)
• 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
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Summary (continued)
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