HRM davis Chapter 5 job analysis 2014

Arif Partono - IM TELKOM
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CHAPTER FIVE
JOB ANALYSIS & DESIGN
Session 2
Werther, Jr., W.B., & Davis, K. (2006). Human Resources & Personnel Management. (5th Edition). Singapore. McGraw Hill

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Explaining the steps in job analysis
Describing the use of job analysis information in organizations
Explaining the process of design work
Describes the design engineering jobs
OBJECTIVE

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The definition:
Systematic process of determining the skills, duties, and knowledge required for performing jobs in an organization.
Job Analysis collect, evaluate, & organize the information about the job to study the patterns of activities and determine the task, duties, & responsibilities needed for each job
Small operation need simple job. When complexity arise, it demand higher need  HRIS
INTRODUCTION

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Task
•A basic element of work that is a logical and necessary step in performing a job duty.
Duty
•Consists of one or more tasks that constitute a significant activity performed in a job.
Responsibility
•One or several duties that identify and describe the major purpose or reason for the job’s existence
INTRODUCTION

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Task
•Conduct recruitment process thoroughly
Duty
•Plan the Succesion for the certain level.
Responsibility
•Manage the HR Department
INTRODUCTION

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JOB can be describe as patterns of task, duties, & responsibilities done by a person
Identifies components of job by answering 4 questions:
What does incumbent actually do?
What are duties, responsibilities, & performance expectations?
What KSAs (knowledge, skill and attitude) are needed for success?
What are conditions, location, physical & social needs, supervision needs, etc. under which job is performed?
INTRODUCTION

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Tasks
Responsibilities
Duties
Job Analysis
Job Descriptions
Job Specifications
Knowledge
Skills
Attitudes
•Human Resource Planning
•Recruitment
•Selection
•Training and Development
•Performance Appraisal
•Compensation and Benefits
•Safety and Health
•Employee and Labor Relations
•Legal Considerations
•Job Analysis for Teams
Job Standards
JOB ANALYSIS

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JOB ANALYSIS PHASE
What type of Organization & function to perform
Job identification
Questionnaire development
Data collection
Use the result to create:
•Job descriptions
•Job specifications
•Job/performance standards
Which useful as an input for HRIS
HRIS needed to perform:
•Job design
•HR planning
•Recruitment, selection and training
•Performance evaluation
•Compensation and benefit
•EEO Compliance
Analyze the findings

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JOB ANALYSIS
Knowing & mastering the jobs available in an organzation
Who will be responsible for conducting job analysis?
How to choose the sample?
If there are 40 cashiers, do we have to analyze all of them? Why?
The result must be formalized so it could be useful to managers

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JOB ANALYSIS
•Identify the job
•Collect job information
•Develop questionnaire
•Analyst the finding
Steps to conduct job analysis:

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IDENTIFY JOBS
Search thru the entire organization about the function or work available
Find the pattern of the work flow
Construct list of the jobs.
You can us:
organization charts
payroll
discussion (talk to the employee and management)
earlier records

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IDENTIFY JOBS
The work flow:
Each job in the organization should receive work as an input, add value to that work by doing something useful to it, and then move the work on to another worker.
Work-flow analysis usually reveals that some steps or jobs can be combined, simplified, or even eliminated.
In some cases, it has resulted in the reorganization of work so that teams rather than individual workers are the source of value creation.

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COLLECTION of INFORMATION
Inform the employees.
Why?
Compare with outside organizations and its industry/environment
Identify the jobs to be analyzed

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DEVELOP QUESTIONNAIRE
Construct a well prepared questionnaire
It help to standarized and consistency
In US, they have Position Analysis Questionnaire
Job analysis questionnaire should cover ;
Duties & responsibilities
Human abilities
Performance standard
There should be a different questionnaire for technical, crerical, & managerial jobs

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DEVELOP QUESTIONNAIRE
Sample of questionnaire can be found on p. 122 – 124
Questionnaire should have ;
Status (how current) & identification of the jobs
Duties & responsibilities
Human characteristic (KSA) & working conditions (unique needs)
Performance standards

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DATA COLLECTION
Consider costs, time, accuracy, & resources
Sources of data ;
Interview the holder & supervisor (use checklist to control the situation).
Panel of experts
Mail questionnaires
Employee log
Observations
Mixed approach

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THE USE OF JOB ANALYSIS INFO
Create job descriptions and spesification for effective recruitment
Determine appropriate selection tests.
Training needs analysis
Conduct wage and salary evaluation.
Determine performance criteria and standards

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THE JOB ANALYSIS SAMPLE

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JOB DESCRIPTIONS
Written statement that explain the duties, working condition, & other aspect of the jobs
Same format in one firm is better
Define what a job is, profile of the job
It must include ;
•Job identity
•Job summaries & duties
•Working conditions
•Approval from the management authority

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JOB SPECIFICATIONS
What it takes for someone to perform the jobs
The requirement of KSA
•Training, education, certification
•Experience, mental, language, legal, tools, strength, thinking, action,
•Safety, unpleasent environtment,
Be specific
Contain only what is the job required, not anything else

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JOB PERFORMANCE/STANDARD
Criteria to measure and differ the succesful of jobs holder from others
Job Standards are a key part to control and measure the performance
Used as:
the targets for employee efforts,
criteria against which job success is measured.

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SAMPLE of Job Standard
Consistently strive to exceed our customers' expectations.
Deliver products and services at the agreed upon time to all customers.
Listen to, accept, and act upon customer feedback.
Assist all customers in defining their needs and requests.
Provide courteous and professional customer service.
Deliver the highest quality products and service with the goal of exceeding customer expectations
95% of responses to written inquiries are accurate and issued within 30 days.
Telephone inquiries are accurately and timely answered.
97.5% or more telephone calls are answered within 120 seconds.
All Trunks Busy (ATB) level is 20% or less.
All manual requirements for accuracy are met.
98% of all claims are processed within 60 days.

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HR INFORMATION SYSTEM
Warehouse of job informations
Consist of numerous data from planning the HR thru the separations
Job families  group of jobs that are closely related in terms of duties, responsibilities, KSA

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JOB DESIGN
5 core job dimensions
skill variety,
task identity, degree to which a person is in charge of completing an identifiable piece of work from start to finish
task significance, whether a person's job substantially affects other people's work, health, or well-being
autonomy, degree to which a person has the freedom to decide how to perform his or her tasks
Feedback, people learn how effective they are being at work

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JOB DESIGN
Employees psychological states
View their work as meaningful
Feel responsible for the outcomes
Acquire knowledge of results
Acknowledge

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JOB DESIGN
Job design
A systematical process by which jobs are characterized and engineered based on its elements to gain organizational productivity and employee satisfaction
Work arrangement (rearrangement) aimed at reducing or overcoming job dissatisfaction & employee alienation arising from repetitive and mechanistic tasks.
The design of a job reflect the organizational, environtmental, & behavioural demands.
Job designers have to create satisfying & productive jobs
Poor job design can affect productivity, performance, satisfaction

JOB DESIGN
With job design, organizations can raise productivity levels by offering non-monetary rewards such as ;
Greater satisfaction from a sense of personal achievement in meeting the increased challenge
Responsibility of one's work.
The trade-offs between productive & satisfaction still at large
Job enlargement, job enrichment, job rotation, & job simplification are the various techniques used in a job design exercise.
Our Sources : http://www.businessdictionary.com/definition/job-design.html
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JOB DESIGN
Job enlargement expands a job’s duties.
Auto workers whose specialized job is to install carpets on the car floor may have their job enlarged to include the extra duties of installing the car’s seats and instrument panel
Job rotation rotates workers among different narrowly defined tasks without disrupting the flow of work.
A worker whose job is installing carpets would be rotated periodically to a second workstation where she would install only seats in the car
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JOB DESIGN
Job enrichment is the process of putting specialized tasks back together so that one person is responsible for producing a whole product or an entire service.
Instead of people working on an assembly line at one or more stations, the entire assembly line process is abandoned to enable each worker to assemble an entire product, such as a kitchen appliance or mobile phone
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INPUTS
PROCESS
OUTPUT
Organizational Elements
Environtmental Elements
Behavioural Elements
Job design
Productive & Satisfying Job
FEEDBACK
JOB DESIGN

JOB DESIGN TACTICS
Employee Engagement
Job Specialization
Job Rotation
Job enlargement - Job enlargementrefers to expanding the tasks performed by employees to add more variety.
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ORGANIZATIONAL ELEMENTS
Concerned with efficiency (Frederick Taylor)
Specialization & repetition are the key in design job
Mechanistic approach (use in assembly line) 
Identifying every task so that can be arranged to minimize time & efforts
Limited number of task group into job
Short the job cycles
Require less training and allow worker to learn quickly

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ORGANIZATIONAL ELEMENTS
Other method ;
Work flow, sequence and balance
Ergonomics, physically interface with the equipment. Ease of use.
Work practices. Set ways of performing work result of tradition, past work practices, or collective wishes from employees

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ENVIRONTMENTAL ELEMENTS
Concern with employee potential
The ability & availability of potential employee
Job must adjusted according to the ability and availability of the workforce
Social expectation
Higher expectation in today’s workforce
Salary, work condition, holidays, management style, wuality of work life

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BEHAVIOURAL ELEMENTS
Concern with individual needs
These personal elements often play most important role in the organization
These sub elements must appear to motivate employee to measure their achievement
Autonomy. Level of authority
Variety. Complexity of work.
Task identity. Completeness of work
Feedback. As a form of evaluation
Task significance. Importance of work to others

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BEHAVIOUR & EFFICIENCY TRADE-OFFS
More efficient job can cause less satisfy employee
Productivity VS specialization
Satisfaction VS specialization
Learning VS specialization
Turnover VS specialization

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TECHNIQUE of JOB REDESIGN
Is jobs have to be more or less specialization?
Analysis & experiment are the way to determine what is the correct action
Underspecialization
Work simplification. Could cause boredom
Reengineering. Eliminating uneeded steps
What do you think of the workforce in developing countries, do they need specialized jobs or not?
What do you think of worker with complete skills?
What kind of work you prefer to do?

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Overspecialization
Job rotation. Move from job to job
Job enlargement. Add similar duties to provide variety (horizontal loading). More things to do
Job enrichment. Increasing resposibilities, autonomy, & control (vertical oading). More plan & control

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Autonomous work team
Self directed, leaderless
3 – 15 persons who cross-trained
Work independently to achieve desired goals

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CONCLUSION
HR must balance the good quality of work life with the bottom line
Happy workers is not the main goals
The key is to achieve strategical success of the firm while improving the worker’s quality of work life

JOB ANALYSIS
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More about
Job Analysis

JOB ANALYSIS
Method to gather, synthesize and implement the information available regarding the workforce in the concern.
A personnel manager has to undertake job analysis so as to put right man on right job
The information collected under job analysis is :
Nature of jobs required in a concern.
Nature/ size of organizational structure.
Type of people required to fit that structure.
The relationship of the job with other jobs in the concern.
Kind of qualifications and academic background required for jobs.
Provision of physical condition to support the activities of the concern. For example- separate cabins for managers, special cabins for the supervisors, healthy condition for workers, adequate store room for store keeper.
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http://www.managementstudyguide.com/job-analysis.htm

ADVANTAGE of JOB ANALYSIS
Job analysis helps the personnel manager at the time of recruitment and selection of right man on right job.
It helps him to understand extent and scope of training required in that field.
It helps in evaluating the job in which the worth of the job has to be evaluated.
In those instances where smooth work force is required in concern.
When he has to avoid overlapping of authority- responsibility relationship so that distortion in chain of command doesn’t exist.
It also helps to chalk out the compensation plans for the employees.
It also helps the personnel manager to undertake performance appraisal effectively in a concern.
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JOB DESCRIPTION
An organized factual statement of job contents in the form of duties, tasks, & responsibilities of a specific job.
The preparation of job description is very important before a vacancy is advertised. It tells in brief the nature and type of job.
This type of document is descriptive in nature and it constitutes all those facts which are related to a job such as :
Title/ Designation of job and location in the concern.
The nature of duties and operations to be performed in that job.
The nature of authority- responsibility relationships.
Necessary qualifications that are required for job.
Relationship of that job with other jobs in a concern.
The provision of physical and working condition or the work environment required in performance of that job.
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ADVANTAGES of JOB.DESC.
It helps the supervisors in assigning work to the subordinates so that he can guide and monitor their performances.
It helps in recruitment and selection procedures.
It assists in manpower planning.
It is also helpful in performance appraisal.
It is helpful in job evaluation in order to decide about rate of remuneration for a specific job.
It also helps in chalking out training and development programmes.
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JOB SPESIFICATION
A statement which tells us minimum acceptable human qualities which helps to perform a job.
Job specification translates job description into human qualifications so that a job can be performed in a better manner. J
ob specification helps in hiring an appropriate person for an appropriate position. The contents are :
Job title and designation
Educational qualifications for that title
Physical and other related attributes
Physique and mental health
Special attributes and abilities
Maturity and dependability
Relationship of that job with other jobs in a concern
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ADVANTAGES of JOB.SPEC.
It is helpful in preliminary screening in the selection procedure.
It helps in giving due justification to each job.
It also helps in designing training and development programmes.
It helps the supervisors for counseling and monitoring performance of employees.
It helps in job evaluation.
It helps the management to take decisions regarding promotion, transfers and giving extra benefits to the employees.
http://wps.pearsoned.co.uk/ema_uk_he_slack_opsman_4/17/4472/1144953.cw/index.html%20parentloc
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HRM davis Chapter 5 job analysis 2014

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HRM davis Chapter 5 job analysis 2014