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Job Analysis and Design.pptx
- 1. Job Analysis andDesign Mr. Rogelio C. Valdellon Jr.
- 2. Do your job;be the best at whatever your job description is. - Randy Moss
- 3. Why is jobdesign an important activity?
- 4. WHAT ARE THETHINGS TO BE DISCUSSED JOB DESIGN AND ANALYSI S PRODUCTS OF JOB ANALYSIS WHAT IS A JOB WHAT IS JOB DESIGN ALETERNATIVE WORK SCHEDULES JOB ANALYSIS SOURCES OF JOB DATA METHODS OF GATHERING INFORMATION METHODS OF GATHERING INFORMATION
- 5. Job Analysis andDesign Job design can impact employee performance. Job design can affect job satisfaction A good job design may help reduce turnover and absenteeism Job design can affect a worker both physically and mentally
- 6. Job Analysis andDesign Job design can impact employee performance. There are some jobs where employee motivation is a crucial factor to performance, and the right motivation may be a result of good job design.
- 7. Job Analysis andDesign Job design can affect job satisfaction Some workers are more satisfied when they perform their jobs in a manner most convenient to them.
- 8. Job Analysis andDesign A good job design may help reduce turnover and absenteeism A good job design may help reduce turnover and absenteeism and these may be translated to a reduced cost of staffing.
- 9. Job Analysis andDesign Job design can affect a worker both physically and mentally Improper designed jobs may result to problems like loss of hearing, back pains, cramps, and the like.
- 10. WHAT IS AJOB • A job may be defined as a grouping of similar positions. • A specific duty, role, or function. (Webster) • A position is a collection of tasks, duties, and responsibilities performed by a single person. • A task is composed of motions and is a distinct identifiable work activity. • A duty is composed of several tasks and is a larger work segment performed by an individual. • Responsibilities are obligations to perform certain tasks and duties.
- 11. What is aJob Design?
- 12. Job Design • Maybe defined as an approach that specifies the tasks that constitute a job for an individual or a group. The objective is to develop requirements of the organization and the technology that satisfy the personal and individual requirements of the jobholder.
- 13. In designing jobs,the following aspects must be carefully considered. Job specialization and enrichment Psychological components Ergonomics and work methods Motivation and incentive systems
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- 16. Specialization An important considerationin designing jobs. Specialization requires a worker to concentrate on one particular type of work, labor costs are reduced in several ways. Because of it, high-speed and low-cost production in factories and offices were made possible.
- 17. • What doyou think are some of the advantage and disadvantages in specialization?
- 18. Project Analysis ADVANTAGE DISADVANTAGE ›Boosts productivity › Finding a proper job › Security in the job › Helps employee become independent › People will want you more and more › You become more educated › More opportunity to socialize › Saves time › Gets higher pay › Accuracy in the job › Become outdated after a point › Masters one skill › Omitted from all positions of managers › Get monotonous › Reduces sight › Cannot go for breaks › Stops you from multitasking › Lacks variety › Require training › Leads to unemployment
- 19. •When jobs becomeroutine, the worker becomes more efficient. This happens as he/she repeats what he/she does again and again. Repetition, however, may take its toll and the worker may be affected. To counteract this possibility, two options were developed: (1) job enlargement, and (2) job enrichment.
- 21. PSYCHOLOGICAL COMPONENTS The contentof the job must be reasonably demanding and must provide some variety The worker must be provided with the opportunity to learn on the job and this must be continuously provided.
- 22. PSYCHOLOGICAL COMPONENTS The workermust be allowed to have some minimal area of decision-making that he can call his own. The worker must be provided with some degree of social support and recognition
- 23. PSYCHOLOGICAL COMPONENTS The workermust be allowed to relate his social life on what he produces. The worker must be made to feel that performing his job well leads to a desirable future.
- 24. Ergonomics and WorkMethods According to BOSTONtec Here are 10 impressive benefits of ergonomics in the workplace. • Health benefits • Improved productivity • Improved mental clarity • Decreased pains • Eliminate hazards • Quality of work improves • Reduce absenteeism • Focus on safety • Increased employee satisfaction • Lower insurance cost
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- 26. • Some workmethods are superior than others. If one is using an inferior work method, a better one must be devised. This can be achieved through method analysis which focuses on how a task is accomplished.
- 27. Methods Techniques Purpose Flowdiagrams/ flow process charts To analyze movement of individuals and material Activity chart To analyze activity of humans and machines and crew activity Micro-motion charts To analyze body movement Exhibit 1: Methods techniques and uses
- 28. •Other examples areFlex- Time (Flexi-Time) Work Schedule, Compressed Workweeks, and Part-time Employment
- 29. WHAT IS JOBANALYSIS? WHAT ARE ITS USES?
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- 31. • May bedefined as a systematic investigation of the tasks, duties, and responsibilities required in a job, and the necessary skills, knowledge, and abilities someone needs to perform the job adequately.
- 32. • Job definition •Job redesign • Recruitment • Selection and placement • Orientation • Training • Career counseling • Employee safety • Performance safety • Compensation
- 33. • Defining ajob through a description of duties and responsibilities is very useful to the employee holding the job, as well as a prospective employee and the supervisor. This made possible because of job analysis.
- 34. • When thereis a need to change the current design of jobs, this will be detected in the process of job analysis.
- 35. • The ideain recruitment is to be able to hire people who, more or less, will fit the jobs they are to hold. The requirements of the various jobs and the specific skills needed for each are spelled out in job analysis.
- 36. • Selecting thebest among the various qualified job applicants is made easier when the requirements of the job are spelled out in clear and precise terms.
- 37. • When therequirements of the job are clearly understood, orienting new employees become a matter of procedure. When duties and responsibilities are properly stated, learning is facilitated.
- 38. • Information providedin job analysis is useful in determining what aspects of the job must be included in training. Redesigned jobs, for instance, may require new skills which the current jobholders may not posses. This potential problem may be brought out in a job analysis.
- 39. • Knowledge ofthe various jobs in the organization will make career counseling activities easier and more effective. This will also help employees make better decisions regarding their career.
- 40. • Knowledge ofthe various jobs in the organization will make career counseling activities easier and more effective. This will also help employees make better decisions regarding their career.
- 41. • In ajob analysis, practices of current jobholders that are deemed unsafe are brought into the open. Consequently, appropriate measures may be adapted.
- 42. • It isvery difficult to evaluate the performance of an employee if the evaluator does not have a thorough understanding of what actions are expected of the employee in the performance of his job. Information gathered through job analysis helps in assuring a fair evaluation of the employee’s performance.
- 43. • Job analysisprovides some basis in determining the worth of a job. This is arrived at by clearly identifying its difficulty in relation with other jobs, the duties and responsibilities, and the skill requirements. Once this is done, the appropriate wage or salary may be determined.
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- 45. Step 1. Knowingthe purpose of job analysis Step 2. Determining which jobs to collect information
- 46. 3. Knowing whattypes of job data are needed. 4. Knowing what sources for the data are available. 5. Knowing what specific job analysis procedures should be used to collect these data
- 47. 6. Collection ofjob information 7. Analysis of data 8. Reporting of data 9. Periodic rechecking of job analysis information
- 48. 10. Assessment ofthe overall value of the job analysis project.
- 54. Other factors whichmay be needed to be identified like motivational characteristics present in the job, working conditions, and the work schedule.
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- 58. Methods of Gathering Information •Observation • Interview • Questionnaire
- 59. • Observation • Interview •Questionnaire Observation is a method of job analysis in which the analyst observes the person performing the job and takes notes to describe the tasks and duties performed.
- 60. • Observation • Interview •Questionnaire Interview method requires the job analyst to personally meet and interview the jobholder. There are three ways of gathering information using interview method.
- 61. • Observation • Interview •Questionnaire They are as follows: 1. Interview the job incumbent 2. Interviewing a group of employees having the same job. 3. Interviewing the supervisor who is thoroughly knowledgeable about the job under consideration.
- 62. • Observation • Interview •Questionnaire A pre-designed survey instrument is used under the questionnaire method of gathering information. There are 2 types of questionnaires that have been developed and which are very useful in job analysis.
- 63. • Observation • Interview •Questionnaire These are as follows: 1. Position Analysis questionnaire 2. Management position description questionnaire.
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- 65. Product of Job Analysis JobDescription Job Specification Job Evaluation
- 66. Job Description A writtenstatement of the tasks, duties, and responsibilities in a job. It indicates what the jobholder does, how it is done, under what conditions it is done, and why it is done.
- 67. Job descriptions containsthe ff: 1. Job title 2. Duties to be performed 3. Distinguishing characteristics of the job 4. Environmental conditions 5. Authority and responsibilities
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- 70. JOB SPECIFICATION A statementdefining the qualifications of the person needed to do the job. A very useful guide in preparing job specifications is the use of the traditional approach.
- 71. Traditional Approach 1. Physique(health, appearance) 2. Attainments (education, qualification, experience) 3. General intelligence (intellectual capability) 4. Special aptitudes (facility with hands, numbers or
- 72. Traditional Approach 5. Interests(cultural, sports, and others) 6. Disposition (likeable, reliable, persuasive) 7. Special circumstances (prepared to work shifts, excessive travel, and the like)
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- 75. Job Evaluation The systematicdetermination of the relative worth of jobs within an organization. It aims to rank all the jobs in the organization to pave the way for assigning compensation figures for each job.
- 76. Job Evaluation Done byusing information generated through job analysis. Since evaluation is a critical aspect of HRM, it must be performed by an expert or a group which could either be the HRM department or an external
- 77. Summary Job analysis andjob design are fundamental HR processes that play a crucial role in managing an organization's workforce effectively.
- 78. Summary Job analysis isabout understanding the components and requirements of a job, while job design is about structuring those components to create motivating and efficient roles. Together, these processes help organizations manage their workforce by ensuring the right people are in the right jobs and that those jobs are designed to optimize performance and job satisfaction.
- 79. The only way todo great work is to love what you do. - Steve Jobs
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