The document discusses job analysis and job design. It defines job analysis as the process of gathering information about the duties, responsibilities, necessary skills, and working conditions of a job. This information is used for human resource planning, recruitment, performance reviews, and other purposes. The document outlines different methods for collecting job analysis information, such as observation, interviews, questionnaires, and diaries. It also discusses strategic choices in conducting job analysis and how the information is processed into a job description and specification. The document then covers various approaches to job design, including job rotation, job engineering, job enlargement, and job enrichment, with the goal of increasing employee motivation and productivity.
Job analysis is the process that identifies tasks, duties, responsibilities, required qualifications, skill and knowledge etc. ... Job design mainly focuses on work division and effective performance of tasks and job completion whereas Job analysis is about effective and appropriate selection of candidates
Job analysis is the process that identifies tasks, duties, responsibilities, required qualifications, skill and knowledge etc. ... Job design mainly focuses on work division and effective performance of tasks and job completion whereas Job analysis is about effective and appropriate selection of candidates
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2. Job Analysis
Job Description
• Job title
• Location
• Job summary
• Duties
• Machines, tools, and equipment
• Materials and forms used
• Supervision given or received
• Working conditions
• Hazards
5. Job analysis benefits the organization
in the following ways
• For human resource planning
• For employee hiring
• For training and development
• For performance appraisal
• For salary and wage fixation
• For safety and wealth
6. Process of Job Analysis
Gather
Information
Process
Information
Job
description
Strategic
choices
Job
Specification
Personnel planning
Performance Appraisal
Hiring
Training and Development
Job Evaluation and Compensation
Health and Safety
Employee Discipline
Work Scheduling
Career Planning
7. Strategic Choices
1. Employee involvement
2. The level of details of the analysis
3. Timing and frequency
4. Past-oriented versus future-oriented
5. Sources of job data
8. Information Gathering
Methods for data collection
• Observation
• Interview
• Questionnaires
• Checklists
• Technical conference
• Diary methods
9. Person employed to collect data
• Trained job analysts
• Supervisors
• Job incumbents
10. Types of job analysis information
• Work Activities
• Machines, tools, equipment
• Job context
• Personal requirements
12. Purpose of Job Analysis
Human Resource Planning
Recruitment and Selection
Training and Development
Job Evaluation
Remuneration
Performance Appraisal
Personnel information
13. Methods of Data Collection
Observation
It is simple and accurate as direct
observation.
It is not applicable for skilled workers.
Interview
In this method directly interaction is
based with the job holders.
It is time consuming and complicated to
interview the managers.
14. Questionnaire
It contains job title, job title of the job
holders manager or supervisor, Staff
reporting to the job holder, A brief
description of the overall job, A list of the
task or duties of the job holder.
It can cover aspects such as supervision
received and freedom of taking
decisions, guidance available to solve
problem, difficulty of the task,
qualification and skills required.
15. Information gathered at short time
Everyone can participate
Checklists
It is useful in large firms
It is costly
Technical Conference Method
It lacks accuracy because job holders are
not involved.
16. Diary Method
Time consuming
Quantitative Techniques
Position Analysis Questionnaire
Management Position Description
questionnaire
Functional job analysis
17. Position Analysis Questionnaire
Six types of rating scale
Letter identification Type of Rating Scale
U Extent of use
I importance of the job
T Amount of Time
P Possibility of occurrence
A Applicability
S Special code
18. For the content of the element rating
Rating Importance of the job
N Does not apply
1 Very minor
2 Low
3 Average
4 High
5 Extreme
19. Management position description
questionnaire
• Product, marketing and financial strategy
planning
• Co-ordination of other organizational
units and personnel
• Products and services responsibility
• Public and customer relations
• Advanced consulting
20. • Autonomy of actions
• Approval of financial commitments
• Staff service
• Supervision
• Complexity and stress
• Advanced financial responsibility
• Broad personnel responsibility
21. Functional Job analysis
A fundamental distinction should be made
between what has been done and
employees need to do to get things done.
Jobs are performed in relation to data,
people and things.
In relations to things, employees draw on
resources, in relation to data, employees
draw on mental resources; and in relation
to people, employees draw on interpersonal
resources.
22. Although, the behavior of employees
and their tasks can be described in
many ways, only a few functions are
involved. For example while
interacting with machines, employees
feed, tend, operate or set up.
The levels of difficulty required in
dealing with data, people and things
are hierarchical.
23. Functional job Analysis
Job analysis and TQM
• Creation of a common company theme
• Creation of customer centric mentality
• Improvement becoming part of the job
• Each function to reassess its purpose
• Improvement becoming a continuous
process
• Communication to improve
• Bureaucracy to be reduced
24. Potential problems with job analysis
• Support from top management
• Single means and source
• No training or motivation
• Activities may be distorted
25. Job Design
Job design involves conscious efforts
to organize tasks, duties and
responsibilities into a unit of work to
achieve certain objectives.
26. Job design involves three steps:
• The specification of individual tasks
• The specification of the method of
performing each task
• The combination of tasks into specific
jobs to be assigned to individuals
27. Work Specialization – Henry Ford
Volvo
Poorly designed jobs may lead to
lower productivity, employee
turnover, absenteeism, complaints,
resignation and other problems.
29. Job Rotation
• Jobs rotation involves moving employees
from job to job to add variety and reduce
boredom.
• Drawbacks are increased training cost,
work is disrupted as jobs rotates and it can
demotivate employees who are will to have
specialization.
30. Job Engineering
• It focuses on the tasks to be performed,
methods to be used, workflows among
employees, layout the workplace,
performance standards and
interdependencies among people and
machines.
• Leads Specialization.
31. Job Enlargement
• It refers to the expansion of different
tasks performed by an employee in a
single job.
• An enlarged job can motivate an
individual for five reasons:
I. Task Variety
II. Meaningful work modules
III. Ability utilization
IV. Worker-paced control
V. Performance feedback.
32. Job Enrichment
• To make the job more challenging,
rewarding and with responsibility like
planning, decision making.
• Example: Ashapura mine chem ltd
Task 1 : Grinding
Task 2 : ordering material
33. Characteristics of Job Enrichment
• Direct Feedback
• Client relationship
• New learning
• Scheduling own work
• Unique experience
• Control over resources
• Direct communication authority
• Personal accountability
34. Some cautions about job enrichment
• It is not a substitute for good
management.
• Enriched is a relative term.
• Enriching jobs may create a snow ball
effect.
• It assumes that workers want more
responsibility.
• It may have negative short-run effects
35. • It may become static.
• Participation can affect the
enrichment process.
• Change is difficulty for implement.
36. Socio technical systems
• It focuses on the social systems
• To create goods valued by shareholder
and customers.
37. Self Directed teams
• Group of empowered individuals working
together to reach a common goal
• May be organized for long-term or
short-term objectives
• Effective because
• Provide employee empowerment
• Ensure core job characteristics
• Meet individual psychological needs
38. To maximize effectiveness, managers should
• Ensure those who have legitimate
contributions are on the team
• Provide management support
• Ensure the necessary training
• Endorse clear objectives and goals
• Financial and non-financial rewards
• Many teams have definite life cycles
