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Chapter 4: Designing and Analyzing
Jobs

Designing and Analyzing Jobs | 4-1

Copyright © 2014 Pearson Canada Inc. All rights reserved.

Dessler, Chhinzer, Cole
Human Resources
Management in Canada
Canadian Twelfth Edition
Learning Outcomes

• DEFINE job design and explain the
difference between a job and a position.
• DESCRIBE the evolution of job design and
how organizational structure influences job
design.
Designing and Analyzing Jobs | 4-2

Copyright © 2014 Pearson Canada Inc. All rights reserved.

• EXPLAIN the steps in job analysis.
Learning Outcomes

• DESCRIBE and evaluate multiple methods of
collecting job analysis information.
• EXPLAIN the difference between a job
description and a job specification.
Designing and Analyzing Jobs | 4-3

Copyright © 2014 Pearson Canada Inc. All rights reserved.

• EXPLAIN the three reasons why
competency-based job analysis has become
more common.
Job Analysis
“A process by which information about jobs
is systematically gathered and organized.”

• a group of related activities/duties for one
or more employees
Position

• the collection of tasks/responsibilities
performed by one person
Designing and Analyzing Jobs | 4-4

Copyright © 2014 Pearson Canada Inc. All rights reserved.

Job
reserved.
Copyright © 2014 Pearson Canada Inc. All rights reserved

Uses of Job Analysis

Designing and Analyzing Jobs | 4-5
Steps in Job Analysis
Step 6: Communicate and update
information as needed

Step 4: Verify/modify data if required
Step 3: Collect data on job activities

Step 2: Select jobs to be analyzed
Step 1: Review relevant background information
Designing and Analyzing Jobs | 4-6

reserved.
Copyright © 2014 Pearson Canada Inc. All rights reserved

Step 5: Write job descriptions and job
specifications
Step 1: Review Relevant
Background Information
Organizational Structure

the formal relationships among jobs in an
organization

•

should be appropriate given strategic goals

Organization Chart

•

clarifies chain of command; who reports to
whom

•

does not explain communication
patterns, degree of
supervision, power, authority, or specific
duties

Designing and Analyzing Jobs | 4-7

Copyright © 2014 Pearson Canada Inc. All rights reserved.

•
reserved.
Copyright © 2014 Pearson Canada Inc. All rights reserved

Organization Chart

Designing and Analyzing Jobs | 4-8
continued
Designing and Analyzing Jobs | 4-9

reserved.
Copyright © 2014 Pearson Canada Inc. All rights reserved

Common Types of
Organization Structure
reserved.
Copyright © 2014 Pearson Canada Inc. All rights reserved

Common Types of
Organization Structure

Designing and Analyzing Jobs | 4-10
Process Chart
• shows the flow of inputs and outputs from the job
under study.
Designing and Analyzing Jobs | 4-11

reserved.
Copyright © 2014 Pearson Canada Inc. All rights reserved

Process Chart
Step 2: Select Jobs to be
Analyzed
Necessary when there are a number of similar jobs

• the process of systematically organizing work
into tasks that are required to perform a specific
job

Designing and Analyzing Jobs | 4-12

Copyright © 2014 Pearson Canada Inc. All rights reserved.

Job Design
The Evolution of Jobs and Job
Design
Job Specialization

• work simplification
• industrial engineering
• job enlargement, job rotation, job
enrichment, team based job design
Ergonomic Aspects

• physical needs of workers

Designing and Analyzing Jobs | 4-13

Copyright © 2014 Pearson Canada Inc. All rights reserved.

Behavioural Aspects
• Competencies: demonstrable characteristics
that enable performance of a job
• shift from job-specific duties to
competencies in job descriptions; emphasis
on employee capabilities
• examples of competencies:
• general (reading, writing, mathematics)
• leadership (strategic thinking, motivating)

• technical competencies for specific jobs

Designing and Analyzing Jobs | 4-14

Copyright © 2014 Pearson Canada Inc. All rights reserved.

Competency-Based Job Analysis
Competency Based Job Analysis
• Use of competency analysis is becoming
more common:
• it encourages workers to learn and rotate among jobs
• supports performance management process

Designing and Analyzing Jobs | 4-15

Copyright © 2014 Pearson Canada Inc. All rights reserved.

• more strategic approach to defining jobs
Step 3: Collect Job Analysis
Information
• Interviews (individual, group, supervisory)

• Questionnaires

• Participant diary/log
• National Occupation Classification (NOC)

Designing and Analyzing Jobs | 4-16

Copyright © 2014 Pearson Canada Inc. All rights reserved.

• Observations
reserved.
Copyright © 2014 Pearson Canada Inc. All rights reserved

Sample Questionnaire

Designing and Analyzing Jobs | 4-17

continued
continued

Designing and Analyzing Jobs | 4-18
reserved.
Copyright © 2014 Pearson Canada Inc. All rights reserved

Sample Questionnaire
reserved.
Copyright © 2014 Pearson Canada Inc. All rights reserved

Sample Questionnaire

Designing and Analyzing Jobs | 4-19

continued
reserved.
Copyright © 2014 Pearson Canada Inc. All rights reserved

Sample Questionnaire

Designing and Analyzing Jobs | 4-20
reserved.
Copyright © 2014 Pearson Canada Inc. All rights reserved

Sample Position Analysis
Questionnaire (PAQ)

Designing and Analyzing Jobs | 4-21

continued
reserved.
Copyright © 2014 Pearson Canada Inc. All rights reserved

Sample Position Analysis
Questionnaire (PAQ)

Designing and Analyzing Jobs | 4-22
reserved.
Copyright © 2014 Pearson Canada Inc. All rights reserved

Sample NOC Job Description

continued
Designing and Analyzing Jobs | 4-23
reserved.
Copyright © 2014 Pearson Canada Inc. All rights reserved

Sample NOC Job Description

Designing and Analyzing Jobs | 4-24
Step 4: Verifying Information
• Verify with:

• Increases validity and reliability
• inconsistencies/concerns can be addressed
• participants will be more honest

Designing and Analyzing Jobs | 4-25

Copyright © 2014 Pearson Canada Inc. All rights reserved.

• workers currently performing the job
• supervisors
Step 5: Writing Job Descriptions
and Job Specifications
• job description

• job specifications
• statement of requisite knowledge, skills, and
abilities needed to perform the job

Designing and Analyzing Jobs | 4-26

Copyright © 2014 Pearson Canada Inc. All rights reserved.

• statement of duties, responsibilities, reporting
relationships, and working conditions of the job
reserved.
Copyright © 2014 Pearson Canada Inc. All rights reserved

Sample Job Description

continued
Designing and Analyzing Jobs | 4-27
continued
Designing and Analyzing Jobs | 4-28

reserved.
Copyright © 2014 Pearson Canada Inc. All rights reserved

Sample Job Description
reserved.
Copyright © 2014 Pearson Canada Inc. All rights reserved

Sample Job Description

Designing and Analyzing Jobs | 4-29
Human Rights Legislation
Considerations
• not legally required but highly advisable
• the only criteria examined should be
knowledge, skills, and abilities required for the
essential duties of the job

• when an employee cannot perform an essential
duty because of reasons related to a prohibited
ground, reasonable accommodation to the point of
undue hardship is required

Designing and Analyzing Jobs | 4-30

Copyright © 2014 Pearson Canada Inc. All rights reserved.

• essential job duties should be clearly identified
Job Specifications
• answers the question “What human traits and
experience are required to do this job?”

• unjustifiably high educational/experience
requirements may lead to systemic
discrimination
• qualifications of incumbents should not be
confused with the minimum requirements

• for entry-level jobs, identify actual physical and
mental demands
Designing and Analyzing Jobs | 4-31

Copyright © 2014 Pearson Canada Inc. All rights reserved.

• all listed qualifications are bona fide
occupational requirements (BFORs)
reserved.
Copyright © 2014 Pearson Canada Inc. All rights reserved

Physical Demands Analysis

Designing and Analyzing Jobs | 4-32

continued
continued
Designing and Analyzing Jobs | 4-33

reserved.
Copyright © 2014 Pearson Canada Inc. All rights reserved

Physical Demands Analysis
reserved.
Copyright © 2014 Pearson Canada Inc. All rights reserved

Physical Demands Analysis

Designing and Analyzing Jobs | 4-34
continued

Designing and Analyzing Jobs | 4-35

reserved.
Copyright © 2014 Pearson Canada Inc. All rights reserved

Sample Job Specification
reserved.
Copyright © 2014 Pearson Canada Inc. All rights reserved

Sample Job Specification

Designing and Analyzing Jobs | 4-36
Step 6: Communication and
Preparedness for Revisions
• communicate to all relevant stakeholders

•
•
•
•

restructuring
new product development
technological changes
competitors

Designing and Analyzing Jobs | 4-37

Copyright © 2014 Pearson Canada Inc. All rights reserved.

• anticipate modifications

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Chapter 04 dessler 12-ce_ppt_ch04

  • 1. Chapter 4: Designing and Analyzing Jobs Designing and Analyzing Jobs | 4-1 Copyright © 2014 Pearson Canada Inc. All rights reserved. Dessler, Chhinzer, Cole Human Resources Management in Canada Canadian Twelfth Edition
  • 2. Learning Outcomes • DEFINE job design and explain the difference between a job and a position. • DESCRIBE the evolution of job design and how organizational structure influences job design. Designing and Analyzing Jobs | 4-2 Copyright © 2014 Pearson Canada Inc. All rights reserved. • EXPLAIN the steps in job analysis.
  • 3. Learning Outcomes • DESCRIBE and evaluate multiple methods of collecting job analysis information. • EXPLAIN the difference between a job description and a job specification. Designing and Analyzing Jobs | 4-3 Copyright © 2014 Pearson Canada Inc. All rights reserved. • EXPLAIN the three reasons why competency-based job analysis has become more common.
  • 4. Job Analysis “A process by which information about jobs is systematically gathered and organized.” • a group of related activities/duties for one or more employees Position • the collection of tasks/responsibilities performed by one person Designing and Analyzing Jobs | 4-4 Copyright © 2014 Pearson Canada Inc. All rights reserved. Job
  • 5. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Uses of Job Analysis Designing and Analyzing Jobs | 4-5
  • 6. Steps in Job Analysis Step 6: Communicate and update information as needed Step 4: Verify/modify data if required Step 3: Collect data on job activities Step 2: Select jobs to be analyzed Step 1: Review relevant background information Designing and Analyzing Jobs | 4-6 reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Step 5: Write job descriptions and job specifications
  • 7. Step 1: Review Relevant Background Information Organizational Structure the formal relationships among jobs in an organization • should be appropriate given strategic goals Organization Chart • clarifies chain of command; who reports to whom • does not explain communication patterns, degree of supervision, power, authority, or specific duties Designing and Analyzing Jobs | 4-7 Copyright © 2014 Pearson Canada Inc. All rights reserved. •
  • 8. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Organization Chart Designing and Analyzing Jobs | 4-8
  • 9. continued Designing and Analyzing Jobs | 4-9 reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Common Types of Organization Structure
  • 10. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Common Types of Organization Structure Designing and Analyzing Jobs | 4-10
  • 11. Process Chart • shows the flow of inputs and outputs from the job under study. Designing and Analyzing Jobs | 4-11 reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Process Chart
  • 12. Step 2: Select Jobs to be Analyzed Necessary when there are a number of similar jobs • the process of systematically organizing work into tasks that are required to perform a specific job Designing and Analyzing Jobs | 4-12 Copyright © 2014 Pearson Canada Inc. All rights reserved. Job Design
  • 13. The Evolution of Jobs and Job Design Job Specialization • work simplification • industrial engineering • job enlargement, job rotation, job enrichment, team based job design Ergonomic Aspects • physical needs of workers Designing and Analyzing Jobs | 4-13 Copyright © 2014 Pearson Canada Inc. All rights reserved. Behavioural Aspects
  • 14. • Competencies: demonstrable characteristics that enable performance of a job • shift from job-specific duties to competencies in job descriptions; emphasis on employee capabilities • examples of competencies: • general (reading, writing, mathematics) • leadership (strategic thinking, motivating) • technical competencies for specific jobs Designing and Analyzing Jobs | 4-14 Copyright © 2014 Pearson Canada Inc. All rights reserved. Competency-Based Job Analysis
  • 15. Competency Based Job Analysis • Use of competency analysis is becoming more common: • it encourages workers to learn and rotate among jobs • supports performance management process Designing and Analyzing Jobs | 4-15 Copyright © 2014 Pearson Canada Inc. All rights reserved. • more strategic approach to defining jobs
  • 16. Step 3: Collect Job Analysis Information • Interviews (individual, group, supervisory) • Questionnaires • Participant diary/log • National Occupation Classification (NOC) Designing and Analyzing Jobs | 4-16 Copyright © 2014 Pearson Canada Inc. All rights reserved. • Observations
  • 17. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Sample Questionnaire Designing and Analyzing Jobs | 4-17 continued
  • 18. continued Designing and Analyzing Jobs | 4-18 reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Sample Questionnaire
  • 19. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Sample Questionnaire Designing and Analyzing Jobs | 4-19 continued
  • 20. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Sample Questionnaire Designing and Analyzing Jobs | 4-20
  • 21. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Sample Position Analysis Questionnaire (PAQ) Designing and Analyzing Jobs | 4-21 continued
  • 22. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Sample Position Analysis Questionnaire (PAQ) Designing and Analyzing Jobs | 4-22
  • 23. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Sample NOC Job Description continued Designing and Analyzing Jobs | 4-23
  • 24. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Sample NOC Job Description Designing and Analyzing Jobs | 4-24
  • 25. Step 4: Verifying Information • Verify with: • Increases validity and reliability • inconsistencies/concerns can be addressed • participants will be more honest Designing and Analyzing Jobs | 4-25 Copyright © 2014 Pearson Canada Inc. All rights reserved. • workers currently performing the job • supervisors
  • 26. Step 5: Writing Job Descriptions and Job Specifications • job description • job specifications • statement of requisite knowledge, skills, and abilities needed to perform the job Designing and Analyzing Jobs | 4-26 Copyright © 2014 Pearson Canada Inc. All rights reserved. • statement of duties, responsibilities, reporting relationships, and working conditions of the job
  • 27. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Sample Job Description continued Designing and Analyzing Jobs | 4-27
  • 28. continued Designing and Analyzing Jobs | 4-28 reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Sample Job Description
  • 29. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Sample Job Description Designing and Analyzing Jobs | 4-29
  • 30. Human Rights Legislation Considerations • not legally required but highly advisable • the only criteria examined should be knowledge, skills, and abilities required for the essential duties of the job • when an employee cannot perform an essential duty because of reasons related to a prohibited ground, reasonable accommodation to the point of undue hardship is required Designing and Analyzing Jobs | 4-30 Copyright © 2014 Pearson Canada Inc. All rights reserved. • essential job duties should be clearly identified
  • 31. Job Specifications • answers the question “What human traits and experience are required to do this job?” • unjustifiably high educational/experience requirements may lead to systemic discrimination • qualifications of incumbents should not be confused with the minimum requirements • for entry-level jobs, identify actual physical and mental demands Designing and Analyzing Jobs | 4-31 Copyright © 2014 Pearson Canada Inc. All rights reserved. • all listed qualifications are bona fide occupational requirements (BFORs)
  • 32. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Physical Demands Analysis Designing and Analyzing Jobs | 4-32 continued
  • 33. continued Designing and Analyzing Jobs | 4-33 reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Physical Demands Analysis
  • 34. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Physical Demands Analysis Designing and Analyzing Jobs | 4-34
  • 35. continued Designing and Analyzing Jobs | 4-35 reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Sample Job Specification
  • 36. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Sample Job Specification Designing and Analyzing Jobs | 4-36
  • 37. Step 6: Communication and Preparedness for Revisions • communicate to all relevant stakeholders • • • • restructuring new product development technological changes competitors Designing and Analyzing Jobs | 4-37 Copyright © 2014 Pearson Canada Inc. All rights reserved. • anticipate modifications