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Job analysis & design
This document discusses job analysis and design. It defines job analysis as collecting information about the tasks, responsibilities and requirements of a specific job to create job descriptions and specifications. The key steps in job analysis are gathering job data through methods like observation and interviews, processing the information, and developing the job description and specification. Job design builds upon job analysis by organizing job tasks and requirements. Important factors that influence job design are organizational, environmental and behavioral elements. Common job design approaches include job rotation, enlargement and enrichment.
Job analysis & design
- 1. JOB ANALYSIS &DESIGN GROUP MEMBERS : DURVANGI VAITY – PG04 NIKITA KAMBLE – PG05 SNEHA DALVI – PG06
- 2. CONTENT • Meaning OfJob Analysis • Process Of Job Analysis • Purpose Of Job Analysis • Functions Of Job Analysis • Methods Of Collecting Job Data • Problems Of Job Analysis • Job Design • Factors Affecting Job Design • Job Design Approaches • Issues In Job Design 4/25/2015 2
- 3. Job Analysis • Processof collecting information • Process of two sets of data :- 1.Job Description 2.Job Specification 4/25/2015 3
- 4. Job Analysis AProcess Of All Pertinent Job Facts Job Specification Usually contains such items as; • Education • Experience • Training • Judgement • Initiative • Physical effort Job Description A statement containing items such as; • Job title • Location • Job summary • Duties • Machines, tools & equipment • Materials & forms used 4/25/2015 4
- 5. …..CONTINUE • Physical skills •Responsibilities • Communication skills • Emotional characteristics • Unusual sensory demands as sight,smell,hearing • Supervision given or received • Working conditions • Hazards 5
- 6. Definition “……………. Job analysisis the process of studying and collecting information relating to the operations and responsibilities of a specific job. The immediate products of this analysis are job descriptions and job specifications.” 4/25/2015 6
- 7. THE PROCESS OFJOB ANALYSIS Strategic Choices Gather Information Process Information Job Description Job Specification Uses of Job description & specification • Personnel planning • Performance appraisal • Hiring • Training & Development • Job evaluation & compensation • Health & safety • Employee discipline • Work scheduling • Career planning 4/25/2015 7
- 8. Purposes Of JobAnalysis Job Analysis Job Description Job Specification HRP Recruitment & Selection Training & Development Job Evaluation Remuneration Performance Appraisal Personnel Information Safety & Health4/25/2015 8
- 9. Example With ReferenceTo Synergy Solutions The example below is for a sales person who is selling financial service products. About 75% of his/her time is spent in the office and the other 25% is out on the road making presentations to customers. The job requires a Certified Financial Planners designation and requires heavy duty lead generation. Example 4/25/2015 9
- 10. METHODS OF COLLECTINGDATA JOB DATA Observation Interviews Questionnaire DairyTechnical Conference Checklist 4/25/2015 10
- 11. Observation • Job analystcarefully observes the job holder at work • Has positive and negative sides • Positive side –collected data accurate because of direct observations • Negative side-time consuming & inapplicable . • Analyst need to be trained & training means additional cost • Used for analysing repetitive, short cycle, unskilled & semi skilled jobs. 4/25/2015 11
- 12. Interview • Structured interviewform • Time consuming • Positive feature – talking to the job holders • Effectiveness of method depends on the interviewer & on the ability of the job holder. 4/25/2015 12
- 13. Questionnaire • Structured &Standard questionnaire • Advantages & Limitations • Major advantage – information of large number of jobs can collected in Short period of time • Accuracy of information • Specialised knowledge and training requires • Dependence on this method create some errors in the programme. 4/25/2015 13
- 14. Checklist • Cover asmany activities and job holders tick only those tasks that are included in jobs. • Preparation of checklist is challenging • Advantage – useful in large organisation • Enable to tabulation and recording on electronic data processing equipment • Technique is costly not suitable for small organisation 4/25/2015 14
- 15. Technical Conference Method •Conference of supervisors is used • Analyst initiates discussions • Good method of data collection • Lacks accuracy 4/25/2015 15
- 16. Dairy Method • Torecord in detail activities each day • If done faithfully it is accurate & eliminates errors • Time consuming • Not used much in practice 4/25/2015 16
- 17. Problems With JobAnalysis • Support from top mgmt. • Single means & source • No training or Motivation • Activities may be Distorted 4/25/2015 17
- 18. Job Design • Logicalsequence to job analysis • JD involves efforts to organise – tasks, duties & responsibilities into a unit of work • “It Integrates work content( tasks, functions, relationships),the rewards(extrinsic & intrinsic),and the qualifications required(skills , knowledge , abilities) for each job in a way that meets the needs of employees and the organisations.” 4/25/2015 18
- 19. Steps In JobDesign • The Specification of individual task • The Specification of the methods of performing each task • The combination of tasks into specific jobs to be assigned to individuals. 4/25/2015 19
- 20. Factors Affecting JobDesign Organisational Factors Environmental Factors Behavioural Factors Feedback Productive And Satisfying Job Job Design 4/25/2015 20
- 21. Organisational Factors • Characteristicsof task • Work Flow • Ergonomics • Work Practices 4/25/2015 21
- 22. Environmental Factors • Employeeabilities and availability • Social and Cultural Expectations 4/25/2015 22
- 23. Behavioural Elements • Feedback •Autonomy • Use of Abilities • Variety 4/25/2015 23
- 24. Job Design Approaches •Job Rotation • Job Engineering • Job Enlargement • Job Enrichment • Socio-technical systems 4/25/2015 24
- 25. Job Enlargement An enlargedjob can motivate an individual for five reason : • Task variety • Ability utilisation • Worker-paced control • Performance feedback 4/25/2015 25
- 26. Job Enrichment The featuresof JE: • Direct feedback • Client relationship • New learning • Scheduling own work • Unique experience • Control over resources • Direct communication authority • Personal accountability 4/25/2015 26
- 27. Some Cautions AboutJE • JE is not substitute for good mgmt. • ‘enriched’ is relative term • Enriching job may create a ‘Snow Ball’ Effect • JE assumes that workers want more responsibility • JE may have negative short –run effect • JE may become static • Participation can affect the enrichment process • Change is difficult to implement 4/25/2015 27
- 28. Contemporary Issues InJob Design • Telecommunicating • Alternative work pattern • Techno stress • Task revision • Skill development 4/25/2015 28
- 29. References • http://www.staffing-and-recruiting-essentials.com • Google.in •Youtube.com • HR & Personnel Mgmt. -K Aswathappa 4/25/2015 29
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