Lecture 4

Worker, Job design, & Job

Analysis

Reference Books:
Human Resource Management (Mondy)
Human Resource Management (Robert L. Mathis & John H. Jackson)
Human Resource Management ( Gary Dessler)
Internet
Resource Person: Badar Zaman Qureshi
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 Workflow Analysis
Inputs
 Job design

Job Design- organizing tasks, duties, responsibilities, and other

elements into a productive unit of work in order to increase
productivity & employees satisfaction.
Or else

 Lower productivity  Sabotage

 Employees Turnover  Unionization
 Absenteeism  Resignations
 Employees dissatisfaction  Complaint

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 Job design

Three major reasons for Job design

 Job design can influence performance in certain jobs

 Job design can affect job satisfaction.

 Job design can impact both physical and mental health.

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 Job design
Characteristics of Jobs
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. A job is
more meaningful if it is important to other people for some reason.

Autonomy- the extent of individual freedom and discretion in the

work and its scheduling. More autonomy leads to a greater feeling of
personal responsibility for the work.

Feedback- the amount of information employees receive about how

well or how poorly they have performed. 5
By Hackman and Oldham
 Job design
Job Characteristics Model

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By Hackman and Oldham
 Job Redesign
Common Approaches to Job Design

 Job enlargement “adds more things to do”

Assigning workers additional same level activities, thus
increasing the number of activities they perform and
broadening the scope of a job. (Horizontal loading)

 Job enrichment “adds more responsibility”

increasing the depth of a job by adding responsibility for
planning, organizing, controlling, or evaluating the job that
increases the opportunities for the worker to experience
feelings of responsibility, achievement, growth, and
recognition. (Vertical loading)
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 Job Redesign
Common Approaches to Job Design

Job rotation
the process of shifting a person from job to job and/or department to
department aims at developing an employee’s capabilities for doing
several different jobs.
 Clear policies that identify for employees the nature and
expectations of job rotations are more likely to make job rotation
work.
 Job Sharing
 Two employees perform the work of one full-time job.
 Beneficial for employees who may not want or be able to
work full-time because of family, school, or other reasons.

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 Job Analysis
a systematic process of gathering and analyzing
information about the content, context; determine
the skills, duties and human characteristics
required to perform specific job in organization.

 Job description – document providing information

regarding tasks, duties, and responsibilities of job
 Job specification – minimum qualifications to
perform a particular job

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 Job Analysis
Purposes
 What physical and mental tasks does the worker
accomplish?
 When does the job have to be completed?
 Where is the job to be accomplished?
 How does the worker do the job?
 Why is the job done?
 What qualifications are needed to perform the job?

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 Job Analysis
Occasions

 When the organization is founded

 When new jobs are created

 When jobs are changed significantly as a result of

new technologies, methods, procedures, or systems

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 Types Of Job Analysis Information

 Job’s actual duties and responsibilities

 Worker-oriented activities
 Machines, tools, equipment, and work aids used
 Job performance Standard
 Working Conditions
 Work schedule
 Financial and nonfinancial compensation
 Personal requirements for the job
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 Job Analysis A Basic Human Resource Management Tool
Sources of Data
Employees Supervisors Managers Job analyst

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 Job Analysis
Approaches
 Task-Based Job Analysis
 Most common form and focuses on and identifies the tasks,
duties, and responsibilities that are part of a job.

 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- are obligations to perform certain tasks

and duties.

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 Job design

 A job- a grouping of the tasks, duties, and

responsibilities that constitutes the work assignment for
an employee. (Keith Devis)

 Job families- group of jobs into or groupings of jobs that

either call for similar worker characteristics or contain
parallel work tasks

 Position - Collection of tasks and responsibilities

performed by one person;

 thereis a position for every individual in an

organization.
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 Job Analysis
Approaches
 Competency-Based Job Analysis
Describing the job in terms of measurable, observable,
behavioral competencies (knowledge, skills, and/or
behaviors) that an employee doing that job must exhibit.
 Unlike the traditional task-based approach, the competency
approach is more worker-focused rather than task-focused
 one purpose of the competency approach is to influence
individual and organizational behaviors in the future.
 broadly focused on behaviors, rather than just on tasks,
duties, and responsibilities.

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 Job Analysis
Approaches
 Competencies are observable and measurable behaviors of the
person that make performance possible.
 competencies clusters,
 general competencies (reading and writing, for instance),
 leadership competencies (leadership, and strategic thinking,
for instance), and
 technical competencies often used to refer the specific
knowledge and skills of employees
Some other competencies identified as behavioral competencies
 Customer focus  Innovation
 Team orientation  Adaptability
 Results orientation  Decisiveness
 Communication effectiveness  Communication effectiveness
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 Job Analysis
Methods

 Interviews
 Questionnaires
 Observation
 Employee recording
 Analyzing jobs of rival organizations
 Combination of methods

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 Job Analysis
Methods of Collecting Job Analysis Information:
The Interview
 Information Sources
 Individual employees
 Groups of employees
 Supervisors with knowledge of the job

 Advantages
 Quick, direct way to find overlooked
information
 Interview Formats
 Disadvantages  Structured (Checklist)
 Distorted information  Unstructured
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 Job Analysis
Questionnaires
 Information Source
 Employees fill out
questionnaires to describe
their job-related duties and  Advantages
responsibilities  Quick and efficient way
 Questionnaire Formats to gather information
from large numbers of
 Structured checklists
employees
 Open-ended questions
 Disadvantages
 Expense and time
consumed in preparing
and testing the
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questionnaire
 Job Analysis
Typical Areas Covered in a Job Analysis Questionnaire

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 Job Analysis
Observation
 Information Source
 Observing and noting the physical activities
of employees as they go about their jobs

 Advantages
 Provides first-hand information
 Reduces distortion of information

 Disadvantages
 Time consuming
 Difficulty in capturing entire job cycle
 Of little use if job involves a high level of mental activity
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 Job Analysis
Participant Diary/Logs
 Information Source
 Workers keep a chronological diary/ log of
what they do and the time spent on each
activity

 Advantages
 Produces a more complete picture of the job
 Employee participation

 Disadvantages
 Distortion of information
 Depends upon employees to accurately recall their
activities 23
 Job Analysis
Job Description- a written statement that explains
tasks, duties, working conditions, responsibilities &
other aspects of a specified job

Components

 Job Title  Job Grade / Pay Scale

 Location  Date
 Employment Status  Duties
 Supervision given or  Machines, Tools,
received Equipment, Materials
 Job Summary used.
 Hazard 24
Job Analysis

Sample Job
Description

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 Job Analysis
Job Descriptions Contents

Job
Identification

Job Job
Specifications Summary

Sections of a
Typical Job
Working Description Responsibilities
Conditions and Duties

Standards of
Authority
Performance

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 Job Analysis
The Job Description Sections
 Job identification
 Job title: name of job

 Grade/ status

 Preparation date: when the description was written

 Prepared by: who wrote the description

 Job summary
 Describes the general nature of the job

 Lists the major functions or activities

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 Job Analysis
The Job Description Sections

 Relationships (chain of command)

 Reports to: employee’s immediate supervisor

 Supervises: employees that the job incumbent directly

supervises

 Works with: others with whom the job holder will be

expected to work and come into contact with internally.

 Outside the company: others with whom the job holder

is expected to work and come into contact with
externally. 29
 Job Analysis
The Job Description Sections

 Responsibilities and duties

 A listing of the job’s major responsibilities and duties (essential
functions)
 Defines limits of jobholder’s decision-making authority, direct
supervision, and budgetary limitations.

 Standards of performance and working conditions

 Lists the standards the employee is expected to achieve under
each of the job description’s main duties and responsibilities.

 Job Specification

 Authority
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 Job Analysis
Job Specification- a written statement that explains
human characteristics needed to perform the job
Components
 Education
 Experience
 Training
 Physical & Mental Status
 Communication Skills
 Languages
 Physical Skills
 Personality Traits 31
Job Analysis

Sample
Job Specification-

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 Difference between Job Analysis and Job Design
 There are two basics ways in which work is organized. The first is
related to the flow of authority and is known as organization
structure. The second relates to flow of work itself from one
operation to another and is known as procedure.
 The job design is about designing or re-designing a new job profile
and setting the correct organizational structure.
 The job design is about using several theoretical approaches to
bring the balance between creative and routine part of the job.
 The job design is done as the organization needs to keep the
number of employees at the affordable costs.
 The correct job design can bring the elimination of many process
steps and it can help the organization to react quicker to the
requests of the customers.
 The job analysis is about the analysis of the current jobs and it is
and can be used as the input to the job design.
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