Chapter 2 Job analysis and design -knowledge ... amazonaws com
Chapter 2 Job analysis and design -knowledge about jobs and their requirements must be collected through job analysis *job analysis –is the systematic study of a job to dicover its specification, skill requirement, and so on, for wage-setting, recruitment, training or job simplification
-without job analysis information, HR specialist will find it difficult to evaluate how environmental challenges or specific job requirements affect employees quality of work.
Job analysis has three phases: preparations, collection of job information, and use of job information for improving organizational effectiveness.
Job analysis questionnaire-is a check list that seek to collect information about jobs in a uniform manner They are important when collecting info from human sources Most standardized questionairs attempt to measure the following items. Status and identification- statsu refers to whether the job is exempt from overtime laws. Other identification information include job title job title division and title of supervisor, and sometimes a unique job identification number Duties and responsibilities-a job analysis explains the purpose of the job, accomplishes and how the job is performed, where the summary is a quick overview, the specific duties and responsibilities are listed to give more detailed insight into the position. Responsibity question are expanded when refereeing to management jobs. Human characteristics and working condition- analysts need to uncover the particular skills, abilities, training, education, experience, and other characteristics that jobholders need. Working conditions may explain the need for particular skills training, knowledge, or even a particular job design. Performance standard- it also seeks information about standards whch are used to evaluate performance. So ppl can see what level they have to be working at to be a good or bad worker. Functional job analysis- classifies tasks using three functional scales related to data, people, and things. Functional scales ranks behaviours according to complexity. Lowest level is taking order highest is monitoring others. The job analyst indicates the level at which the employee is operating for each of the three categories These are different types of standardized job analysis
step 6 choice of method for data collection you can use interview focus groups questionaires employee logs, observations or some combination of these techniques . interviews-approach to collecting job and performance related information by face to face meeting with jobholder, typically using a standardized questionnaire. The process is slow and expensive it allows the interview to explain unclear questions and probe into uncertain answers. Focus groups- a face to face meeting with five to seven knowledgeable experts on a job and a facilitator to collect job and performance related information. They are useful cuz it allows ideas to build off on another and to gain consensus on job duties and responsibilities. Mailed questionnaires- fast and less costly option, can be done using email inter mail or Canada post. Can study many jobs at once with little cost. But less accuracy cuz of the ppl might not understand the questions, incomplete response, unreturned questionnaires to vairify employee response. Ex pulse survey. Employee log- approach to collecting job and performance related information by asking the jobholder to summarize tasks, activities, and challenges in a diary format. Workers periodically summarize their takes and activities. They are time consuming and costly. If entries are not frequent then accuracy goes down. Observation – an approach to collecting job and performance related information by direct observation of jobholders by a specialist. It is slow costly and less accurate. Analysis might miss things, or workers might work differently when being watched Combinations-each method has its short comings, so analyst usally use 2 or more techniques. When choosing a method you should consider purpose fit, practical feasibility, cost and reliability of the data collected for making valid decisions.
Phase 3 use of job analysis information -info collected of jobs is put into such usable forms as job description, job specification, and job standards, and more recently competency models. These application for job analysis info provide a min human resource info system and data necessary for formulating various HR strategies. CONTENT OF A TYPICAL JOB DESCRIPTION The key parts for a job description is job identity, job summary, job duties, and working conditions. Most also identify the author, the work supervisor and the data on which it was prepared Job identity-key part of a job decription, including job title, location, and status Job codes use number letter or both to provide a quick summary of the job. National occupational classification-an occupational classification created by the federal government using skill level and skill types of jobs. Job summary and duties Following the job identification sec
tion, next part of the description is job summary. Summarize the job in a few sentences .what how and why is answered. Then job responsibilities are listed. working conditions-facts about the situation in which the worker act. Include physical environment, hours, hazards, travel, requirements, and so on, associated with a job. approvals- the approval serves as a further test of the job description and a further check on the collection of job analysis(job holders or supervisors usally review the description. Job specifications- a written statement that explains what a job demand of jobholders and the human sklls and factors required.job specification indicates the human knowledge, skill, abiliites and other characteristics (ksaos) necessary to do the job . includes experience, training education and physical and mental demands. You need to make sure not to include needles job requirements as they would deter future prospects worker from applying Job performance standard-the work performance expected from an employee on a particular job. these standards has two functions, first they become objectives or targets for employees efforts. Second standards are criteria against which job success is measured. Without standard you cant measure performance. If the standard is not met they either make changes to the
standard or provide feedback to meet the standard. They are obtained from job analysis info or from alternative sources Competency – a knowledge skil ability or behaviour associated with successful job performance. Competency model-a list of competencies required in a particular job.ex problem solving, technical expertise Ect … Competency matrix-a list of the level of each competency required for each of a number of jobs Competency models- competencies are broader in scope than the KSAOs. Ex communication, innovation, team orientation and leadership. Competency model des describes a group of competencies required in a particular job. can be designed for individual teams work units or whole organisation. Three difference between competency based job analyses and other forms of job analyses.
Job design-indetification of job duties, characteristic, competencies, and sequences taking into consideration technology workforce, organization character and environment. Poorly designed jobs lead to low productivity and can cause employee turnover, absenteeism, complaints, sabotage, unionization, resignation.
Efficiency- achieving max output for min input Workflow-the sequence and balance between jobs in an organization needed to produce the firms goods or services. Ergonomics- the study of relationships between physical attributes of worker and their work environment to reduce physical and mental strain and increase productivity and quality of work life. This should be considered when designing jobs. It focuses on fitting the task to the worker in many instances rather than simply forcing employees to adapt to the task. Also important to maintain safety in the workplace. employee consideration jobs have to be designed not only to max productivity but also to help the employees achieve better work life balance.
autonomy- in a job context independence having control over ones work and ones response to the work environment. It’s the freedom to control ones response to the environment. Jobs that give workers the authority to make decision tends to increase employees sense of recognition, self-esteem, job satisfaction, and performance. Absence of autonomy cause apathy and poor performance. Variety-an attribute of jobs wherein the worker has the opportunity to use different skills and abilities or perform different activities.
Task identity-is the feeling of responsibility or pride that results from doing an entire piece of work not just a small part of it.
Feed back-info that helps evaluate the success or failure of an action or system. If there are no feed back there is little guidance and motivation to perform better. Task significance-knowing that the work one does is important to other in the organization or to outsiders.
job sepcialization to increase the quality of work life for those who hold rutine jobs like assembly line workers human resoucre departments often use a combination of job roatation, job enlargement, job enrichment and employee involvement and work teams. Job rotation-moving employees from one job to another to allow them more variety and to learn new skills. This way workers get competent in several jobs which improves self image, prvoides personal growth and makes the worker more valuable to the organisation. Job enlargemnt –adding more tasks to a job to increase the job cycle and draw on a wder range of employee skills Job enrichment-adding more responsibility and autonomy to a job giving the worker greater poweres to plan do and evalute job performance.
It dosnt work for everything, but if the find that jobs are unchallenging and limit employee motivation and satisfaction, human resource department may find job enrichment to be the most appropriate strategy. Job families- groups of different jobs that are closely related by similar duties responsibility skils or job elements.
Environmental consideration- the influence of the external environment on job design. Includes employee ability availability and social expectations. Social expectation-the larger society’s expectation from employees regarding job challenge working condition and quality of work life. Ex something acceptable once might not be acceptable today. In such jobs must meet employee expectation. If not can lead to dissatisfaction, poor motivation and low quality of work life. Work practices- the set ways of performing work in an organization
-without job analysis information, HR specialist will find it difficult to evaluate how environmental challenges or specific job requirements affect employees quality of work.
Job analysis has three phases: preparations, collection of job information, and use of job information for improving organizational effectiveness.
Job analysis questionnaire-is a check list that seek to collect information about jobs in a uniform manner They are important when collecting info from human sources Most standardized questionairs attempt to measure the following items. Status and identification- statsu refers to whether the job is exempt from overtime laws. Other identification information include job title job title division and title of supervisor, and sometimes a unique job identification number Duties and responsibilities-a job analysis explains the purpose of the job, accomplishes and how the job is performed, where the summary is a quick overview, the specific duties and responsibilities are listed to give more detailed insight into the position. Responsibity question are expanded when refereeing to management jobs. Human characteristics and working condition- analysts need to uncover the particular skills, abilities, training, education, experience, and other characteristics that jobholders need. Working conditions may explain the need for particular skills training, knowledge, or even a particular job design. Performance standard- it also seeks information about standards whch are used to evaluate performance. So ppl can see what level they have to be working at to be a good or bad worker. Functional job analysis- classifies tasks using three functional scales related to data, people, and things. Functional scales ranks behaviours according to complexity. Lowest level is taking order highest is monitoring others. The job analyst indicates the level at which the employee is operating for each of the three categories These are different types of standardized job analysis
step 6 choice of method for data collection you can use interview focus groups questionaires employee logs, observations or some combination of these techniques . interviews-approach to collecting job and performance related information by face to face meeting with jobholder, typically using a standardized questionnaire. The process is slow and expensive it allows the interview to explain unclear questions and probe into uncertain answers. Focus groups- a face to face meeting with five to seven knowledgeable experts on a job and a facilitator to collect job and performance related information. They are useful cuz it allows ideas to build off on another and to gain consensus on job duties and responsibilities. Mailed questionnaires- fast and less costly option, can be done using email inter mail or Canada post. Can study many jobs at once with little cost. But less accuracy cuz of the ppl might not understand the questions, incomplete response, unreturned questionnaires to vairify employee response. Ex pulse survey. Employee log- approach to collecting job and performance related information by asking the jobholder to summarize tasks, activities, and challenges in a diary format. Workers periodically summarize their takes and activities. They are time consuming and costly. If entries are not frequent then accuracy goes down. Observation – an approach to collecting job and performance related information by direct observation of jobholders by a specialist. It is slow costly and less accurate. Analysis might miss things, or workers might work differently when being watched Combinations-each method has its short comings, so analyst usally use 2 or more techniques. When choosing a method you should consider purpose fit, practical feasibility, cost and reliability of the data collected for making valid decisions.
Phase 3 use of job analysis information -info collected of jobs is put into such usable forms as job description, job specification, and job standards, and more recently competency models. These application for job analysis info provide a min human resource info system and data necessary for formulating various HR strategies. CONTENT OF A TYPICAL JOB DESCRIPTION The key parts for a job description is job identity, job summary, job duties, and working conditions. Most also identify the author, the work supervisor and the data on which it was prepared Job identity-key part of a job decription, including job title, location, and status Job codes use number letter or both to provide a quick summary of the job. National occupational classification-an occupational classification created by the federal government using skill level and skill types of jobs. Job summary and duties Following the job identification sec
tion, next part of the description is job summary. Summarize the job in a few sentences .what how and why is answered. Then job responsibilities are listed. working conditions-facts about the situation in which the worker act. Include physical environment, hours, hazards, travel, requirements, and so on, associated with a job. approvals- the approval serves as a further test of the job description and a further check on the collection of job analysis(job holders or supervisors usally review the description. Job specifications- a written statement that explains what a job demand of jobholders and the human sklls and factors required.job specification indicates the human knowledge, skill, abiliites and other characteristics (ksaos) necessary to do the job . includes experience, training education and physical and mental demands. You need to make sure not to include needles job requirements as they would deter future prospects worker from applying Job performance standard-the work performance expected from an employee on a particular job. these standards has two functions, first they become objectives or targets for employees efforts. Second standards are criteria against which job success is measured. Without standard you cant measure performance. If the standard is not met they either make changes to the
standard or provide feedback to meet the standard. They are obtained from job analysis info or from alternative sources Competency – a knowledge skil ability or behaviour associated with successful job performance. Competency model-a list of competencies required in a particular job.ex problem solving, technical expertise Ect … Competency matrix-a list of the level of each competency required for each of a number of jobs Competency models- competencies are broader in scope than the KSAOs. Ex communication, innovation, team orientation and leadership. Competency model des describes a group of competencies required in a particular job. can be designed for individual teams work units or whole organisation. Three difference between competency based job analyses and other forms of job analyses.
Job design-indetification of job duties, characteristic, competencies, and sequences taking into consideration technology workforce, organization character and environment. Poorly designed jobs lead to low productivity and can cause employee turnover, absenteeism, complaints, sabotage, unionization, resignation.
Efficiency- achieving max output for min input Workflow-the sequence and balance between jobs in an organization needed to produce the firms goods or services. Ergonomics- the study of relationships between physical attributes of worker and their work environment to reduce physical and mental strain and increase productivity and quality of work life. This should be considered when designing jobs. It focuses on fitting the task to the worker in many instances rather than simply forcing employees to adapt to the task. Also important to maintain safety in the workplace. employee consideration jobs have to be designed not only to max productivity but also to help the employees achieve better work life balance.
autonomy- in a job context independence having control over ones work and ones response to the work environment. It’s the freedom to control ones response to the environment. Jobs that give workers the authority to make decision tends to increase employees sense of recognition, self-esteem, job satisfaction, and performance. Absence of autonomy cause apathy and poor performance. Variety-an attribute of jobs wherein the worker has the opportunity to use different skills and abilities or perform different activities.
Task identity-is the feeling of responsibility or pride that results from doing an entire piece of work not just a small part of it.
Feed back-info that helps evaluate the success or failure of an action or system. If there are no feed back there is little guidance and motivation to perform better. Task significance-knowing that the work one does is important to other in the organization or to outsiders.
job sepcialization to increase the quality of work life for those who hold rutine jobs like assembly line workers human resoucre departments often use a combination of job roatation, job enlargement, job enrichment and employee involvement and work teams. Job rotation-moving employees from one job to another to allow them more variety and to learn new skills. This way workers get competent in several jobs which improves self image, prvoides personal growth and makes the worker more valuable to the organisation. Job enlargemnt –adding more tasks to a job to increase the job cycle and draw on a wder range of employee skills Job enrichment-adding more responsibility and autonomy to a job giving the worker greater poweres to plan do and evalute job performance.
It dosnt work for everything, but if the find that jobs are unchallenging and limit employee motivation and satisfaction, human resource department may find job enrichment to be the most appropriate strategy. Job families- groups of different jobs that are closely related by similar duties responsibility skils or job elements.
Environmental consideration- the influence of the external environment on job design. Includes employee ability availability and social expectations. Social expectation-the larger society’s expectation from employees regarding job challenge working condition and quality of work life. Ex something acceptable once might not be acceptable today. In such jobs must meet employee expectation. If not can lead to dissatisfaction, poor motivation and low quality of work life. Work practices- the set ways of performing work in an organization
