Matching Employees With JobsChapter 4Employee and Job

Matching Employees With Jobs
Chapter 4
Employee and Job Matching
Employers matched with the right job maximize productivity.
Mismatched workers tend to have lower job satisfaction,
absenteeism, and turnover.
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Lussier, Human Resources Management 3e. © SAGE
Publications, 2019.
Matching employees with jobs
Employee and job matching
To maximize productivity, employers must match the right
people with the right jobs, because:
mismatched workers tend to have low job satisfaction, and;
low job satisfaction leads to absenteeism, turnover, and lower
levels of productivity.
2
Work Flow Analysis
3
What must be done to produce a product or service:
Identify expected result (organizational outputs).

Determine steps required to create the end result.
Spot inputs necessary to carry out and perform the same tasks
(i.e., the 3-Ms: material, manpower, and money).
Publications, 2019.
Work Flow Analysis
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Publications, 2019.
Descriptions and Specifications
Job Description: Identifies major tasks, duties, and
responsibilities of a job.
Job Specification: Identifies qualifications in the job
description.
Person Specification: Summarizes characteristics of those who
perform the job well.
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Publications, 2019.
Matching Employees with Jobs
Job Description
Identifies the major tasks, duties and responsibilities that are
components of a job.
Job Specification
Identifies the qualifications of a person who should be capable

of doing the job tasks as noted in the job description.
Person Specification
Summarizes the characteristics of someone able to perform the
job well.
5
Job Analysis
Identifies work performance and working conditions.
Results include duties, responsibilities, skills, knowledge,
outcomes (i.e. job description and job specification), and
conditions.
Basis for HR
Planning and training
Job evaluation for compensation
Staffing (recruiting and selection)
Performance management
Maintaining a safe work environment
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Publications, 2019.
Job analysis is the basis of just about everything that HR does.
Human resource planning.
Job evaluation for compensation.
Staffing (recruiting and selection).
Training.
Performance management.
Maintaining a safe work environment.
6
Databases and Job Analysis
Free and continually updated:

Department of Labor’s Dictionary of Occupational Titles
(DOT).
O*NET.
Commercial databases are also available.
7
Publications, 2019.
Four Common Job Analysis Methods
1. Questionnaires--identify functions of a particular job.
2. Interviews--asked verbally and answers are compiled into a
profile of the job.
3. Diaries--employees documentation of tasks.
4. Observation--observers shadow employees and log tasks.
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Publications, 2019.
Four Commonly Used Job Analysis Methods
Questionnaires--questions that help identify the functions of a
particular job.
Interviews--questions are asked verbally, and answers are
compiled into a profile of the job.
Diaries--workers write down the tasks that they accomplish as
they go about their job.
Observation--an observer shadows the employee and logs tasks
that are performed over a period of time.
8

Job Analysis and the Nature of Jobs
Job analysis is valuable when jobs are stable. It offers less
value when jobs are not well-defined.
Job analysis is of greater value to organizations making a
product than to those providing a service.
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Publications, 2019.
If there are no well-defined jobs due to an organic
organizational structure, then job analysis offers less value.
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Task Versus Competency-Based Jobs
Task-based job
A function of tasks performed within the job.
Best for jobs in stable, bureaucratic organizations.
Competency-based job
Looks at capabilities an individual needs to succeed in the job.
Best for jobs in less structured organizations.
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Publications, 2019.
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Examples of Tasks and Competencies in a Sales Role
Sales Tasks
Determine pricing.
Generate sales quotes.

Transact sales orders.
Sales Competencies
Ambition, drive, and desire to succeed.
Ability to manage the sales process/cycle.
Talent to convince and persuade while converting prospects to
sales.
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Publications, 2019.
Job Design Versus Job Redesign
Job design
Identifies tasks that employees are responsible for and how
those tasks will be accomplished.
Job redesign
Changes tasks or how they are performed. Job redesign is about
working smarter, not harder.
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Publications, 2019.
Organizational Structure and Job Design
Rigid bureaucratic structures with strong centralized decision
making need jobs that are controlled by an authority.
Relaxed, flatter structures with autonomy need jobs that take
advantage of autonomy.
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Publications, 2019.
Five Approaches to Job Design and Redesign
1. Mechanistic Job Design--Task specialization, skill
simplification, and repetition. The traditional pyramidal pattern
of organizing.
2. Organic Job Design--Based on metaphors for constructing
social organizations. Leaves the system open to environment
and opportunities.
3. Biological--Structures the physical work environment around
how the body works to minimize strain.
4. Perceptual/Motor--Design jobs that keep employees within
their mental capabilities and limitations.
5. Motivational--Design jobs that focus on affecting
psychological meaning and motivational potential.
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Publications, 2019.
14
The Job Characteristics Model (JCM)
15
Publications, 2019.
The Job Characteristics Model of Job Design
Five core job characteristics to improve employees’
productivity and quality of working life:
Skill variety
Task identity

Task significance
Autonomy
Feedback
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Publications, 2019.
Five core job characteristics can be fine-tuned to improve
employees’ productivity and quality of working life:
Skill variety.
Task identity.
Task significance.
Autonomy.
Feedback.
Hackman and Oldham’s Job Characteristics Model
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Designing Motivational Jobs
Tools include:
Job simplification
Job expansion
Rotation and enrichment
Work teams
Integrated and self-managed
Flexible work
Flextime, job sharing, telecommuting, and compressed work
weeks
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Publications, 2019.

Job design is organization and country specific
Whether jobs are designed to be motivational, mechanistic, and
so on, depends on the type of work and the culture of the
organization and country.
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Job Design Options, Process, and the JCM
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Whether jobs are designed to be motivational, mechanistic, etc.,
depends on type of work and culture of the organization and
country.
Publications, 2019.
HR Forecasting
Identifies estimated supply and demand for different types of
HR.
Based on analysis of past and present demand.
Methods can be quantitative or qualitative.
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Publications, 2019.
HR forecasting
Identifies the estimated supply and demand for the different
types of human resources in the organization over some future
period, based on analysis of past and present demand.
Methods can be quantitative or qualitative.
Quantitative forecasting
Trend analysis is the process of reviewing historical items such
as revenues, and relating those changes to some business factor

to form a predictive chart.
Ratio analysis is the process of reviewing historical data and
calculating specific proportions between a business factor (such
as production) and the number of employees needed.
Regression analysis is a statistical technique that identifies the
relationship between a series of variable data points for use in
forecasting future variables.
Qualitative forecasting
Qualitative forecasting is the nonquantitative methods used to
forecast, usually based on the knowledge of a pool of experts in
a subject or an industry
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Quantitative Forecasting
Trend Analysis
Reviewing historical items (such as revenues) and relating
changes to business factors to form a predictive chart.
Ratio Analysis
Reviewing historical data and calculating proportions between a
business factor (such as production) and number of employees
needed.
Regression Analysis
Identifies relationship between a series of variable data points
to forecast future variables.
20
Publications, 2019.
Quantitative forecasting
Trend analysis is the process of reviewing historical items such
as revenues, and relating those changes to some business factor
to form a predictive chart.
Ratio analysis is the process of reviewing historical data and
calculating specific proportions between a business factor (such

as production) and the number of employees needed.
Regression analysis is a statistical technique that identifies the
relationship between a series of variable data points for use in
forecasting future variables.
20
Quantitative Forecasting Analysis
21
Publications, 2019.
Qualitative Forecasting
Non-quantitative methods are usually based on knowledge of a
pool of experts in a subject or an industry.
22
Publications, 2019.
Qualitative Forecasting is the nonquantitative methods used to
forecast, usually based on the knowledge of a pool of experts in
a subject or an industry.
22
Measuring Absenteeism and Turnover
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Publications, 2019.

Reconciling Internal Labor Supply and Demand
Employers need the right numbers of employees with the right
skill sets in the organization at the right time.
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Options for a Surplus
Downsizing and layoffs
Pay reduction
Work sharing
Natural attrition
Hiring freeze
Retraining and transfers
Early retirement
Options for a Shortage
Overtime
Temporary or contract employees
Retrain employees
Outsourcing
Turnover reduction
Hire new employees
Technological innovation
Publications, 2019.
Succession Planning
Type of forecasting done to:
Have people ready to move into vacated positions.
Make predictions for leadership requirements.
Prepare new leaders to take on higher positions or recruit

people.
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Publications, 2019.
Succession planning
Is a type of forecasting which is done to:
Have people ready to move into vacated positions.
Make predictions for leadership requirements over a forecasted
time period to either prepare new leaders within the company to
take on those positions or to go out and recruit new people.
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1
Work in the 21st Century
Chapter 13
Teams in Organizations
2
Module 13.1:
Types of Teams
• Reasons for increased use of teams:

– Work can be performed concurrently rather
than sequentially
– Innovation & creativity promoted
– Enable quick, effective development/delivery
of products & services
– Organizations learn & retain learning more
effectively
3
Groups & Teams: Definitions
• Groups include members who may work together
or may just share some resources
• Teams include members whose tasks are
interdependent; Work towards a common goal &
share responsibility for outcomes
• Groups & Teams have too much in common for
any grand distinctions
4
Types of Teams
• Quality circles

– Typically involve 6-12 employees who meet
regularly to identify problems/generate ideas
– Positive outcomes in short term but gains
not sustained over time (honeymoon effect)
– They remain popular in Japan, but less so in
United States
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Types of Teams (cont’d)
• Project teams
– Created to solve particular problem
– Disbanded after problem solved or project
completed
– Raise some organizational challenges –
multiple reporting relationships.
6
Types of Teams (cont’d)

• Production teams
– Consist of front-line employees who
produce a tangible output
– Autonomous work group: Type of
production team with control over a
variety of functions
• Research findings unclear, more research is
necessary
7
Virtual Teams
• Composed of widely dispersed members
working together toward a common goal;
linked through technology
• Pose several advantages to organizations
• Trust is a critical concern; Increase via:
– Virtual-collaboration, virtual-socialization, and
virtual-communication behaviors
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A Specialized Team:
Airline Cockpit Crew
• Benefit from an organizational context that
provides:
– Challenging objectives
– Prior training and
education
– A consistent
information system
9
A Specialized Team:
Airline Cockpit Crew
• Airline cockpit crews have very real teamwork requirements,
particularly in an emergency
• A spectacular example was the Hudson River landing of US
Airways flight 1549 in January 2009
• The pilot, Captain Chesley “Sully” Sullenberger, has a

master’s degree in I-O psychology and was professionally
involved in crew resource management research and training.
10
Module 13.2: A Model of
Team Effectiveness
• Input-Process-Output Model
– Enables understanding of how teams
perform & how to maximize performance
Figure 13.1
The Input-Process-Output
Model of Team Effectiveness
Source: Adapted from Gladstein (1984)
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Team Inputs
• Organizational context
– Provide necessary

resources
• Team task
– Task to be performed
• Team composition
– Attributes of team
members
– Shared mental models
• Team diversity
– Demographic &
psychological diversity
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Team Outputs
• Team performance
– Often reflected in objective measures
• Team innovation
• Team member well-being

Shared Mental Model
• Organized way for team members to think
about the way a team will work.
• Helps team members understand and predict
the behaviors of their team members.
13
Team Diversity
• Demographic diversity
– Differences in observable attributes or demographic
characteristics such as age, gender, and ethnicity
• Psychological diversity
– Differences in underlying attributes such as skills,
abilities, personality characteristics, attitudes, beliefs,
and values; may also include functional, occupational,
and educational backgrounds
14

15
Team Processes
• Norms
– Informal rules of a
team
• Communication &
coordination
– Social loafing
• Cohesion
– Degree of desire to
remain in team
• Decision making
– Groupthink
16
Groupthink Processes in Action?
17

Module 13.3:
Special Issues in Teams
• Team appraisal & feedback
– Should provide team with information
needed to identify team problems & further
develop team capabilities
– Extent to which team behaviors & outputs
can be measured must be considered
– ProMES
18
Team-role theory (Belbin, 1993)
– Effective teams contain a combination of
individuals capable of working in 9 team roles
– Used predominantly in Europe & Australia
• Plant
• Resource investigator
• Coordinator

• Shaper
• Monitor evaluator
• Team-Worker
• Implementer
• Completer
• Specialist
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Team Development
• Changes occur in teams as they develop
over time
• 5 stages of development
1. Orientation (forming)
2. Conflict (storming)
3. Structure (norming)
4. Work (performing)
5. Dissolution (adjourning) PhotoLink/Getty Images
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Team Training
• Involves coordinating performance of
individuals who work together to achieve a
common goal
• 4 Strategies
– Cross-training
– Team coordination training
– Team leader training
– Guided Team Self-Correction Training
21
Cultural Issues in Teams
• Applying Hofstede’s cultural dimensions
– Implications for teams
• Individualism vs. collectivism
• Long-term vs. short-term orientation
• Effect of cultural & national
backgrounds of team members

22
Teams and Culture
• Team horizon
– Cultural dimension that
affects whether managers &
employees focus on short or
long-term goals
• Teams tend to be well-received
in collectivistic cultures
1
Work in the 21st Century
Chapter 14
Organizational Theory,
Dynamics, and Change
2

Module 14.1: Conceptual & Theoretical
Foundations of Organizations
• Organization
• Group of people who have common goals &
who follow a set of operating procedures to
develop products & services
• Organization needs strategic planning
• Buying from & selling to the unorganized
3
Sopranos as an “Organization”
• Organizations are a
way of life – in
virtually all sectors of
life.
4
Organization as Integration

• Successful organizations are able to
integrate many different organizing
forces
– e.g., HR, finance, marketing, production
5
Classic Organizational Theory
• Emphasized architecture of organization
rather than processes of operation
• Bureaucracy as the ideal form
• Methods of describing an organization:
– Division of labor
– Delegation of authority
– Structure
– Span of control
6
Figure 14.1: Organizational Charts for

Large & Small Span of Control
7
Classic Organizational Theory (cont’d)
• Constrained in 2 ways
– Assumed there was one best configuration for
an organization
– Assumed that organizations affected behavior
of their members but not the other way around
8
Human Relations Theory
• Added human element to study of
organizations
• McGregor’s Theory X & Theory Y
– Theory X: Managers believe subordinate
behavior has to be controlled
– Theory Y: Managers believe subordinates are

active & responsible
9
Human Relations Theory (cont’d)
• Growth perspective of Argyris
– Suggested there is natural developmental
sequence in humans that can either be enhanced
or stunted by organization
– Proposed growth is a natural & healthy
experience for an individual
10
Contingency Theories
• Woodward described 3 org. types:
• Small batch organization
• Large batch & mass production organization
• Continuous process organization
– Span of control varies systematically by

type of organization
– Introduced concept of technology
11
Contingency Theories (cont’d)
• Lawrence & Lorsch
– Mechanistic organizations
• Depend on formal rules & regulations
• Small span of control
– Organic organizations
• Less formal procedures
• Large span of control
– Identified the department as an important level
for understanding organizations
• Mintzberg
– 6 basic forms of coordination:
1. Mutual adjustments based in informal

communication
2. Direct supervision
3. Standardization of work processes
4. Standardization of KSAOs necessary for production
5. Standardization of outputs
6. Standardization of norms
12
13
• Tavistock Institute’s Sociotechnical
approach
– Uncovered # of dramatic changes in
social patterns of work that accompany
technological change
– Includes joint consideration of
technology & social patterns

14
Figure 14.2: Systems
View of an Organization
15
Figure 14.3:
Systems Theory
16
Recent Approaches
• Resource theory: Pfeffer
– Organization must be viewed in context
of connections to other organizations
– Key to organizational survival is ability
to acquire & maintain resources
17
Conclusions About Theories of

Organization
• Motivation metaphors can be applied to
organizational theories
• Discrepancy b/w many org. theories &
current organizational interventions
– Six Sigma, TQM, MBO, & lean production
18
Module 14.2: Some Social
Dynamics of Organizations
• Climate & culture
– Brief history of climate
• Lewin’s autocratic vs.
democratic climate
• Recent suggestion that
multiple climates exist
within any organization
– Service climate

– Safety climate
Table 14.1: Some Typical Questions
about Organizational Climate
19
20
Culture
• Term culture introduced to address
issues of value & meaning of actions in
org’s not encompassed in climate
• Measuring culture in organizations
• Organizational Culture Inventory (OCI)
• Effects of culture “clash”
21
Climate & Culture
• Integration of concepts

– Climate is about context in which actions occur
• Created at lower levels of organization
– Culture is about meaning intended by &
inferred from those actions
• Created & communicated from higher levels of
organization
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Organizational Climate & Culture
From the Multicultural Perspective
• When cultures clash
– Models under which multinational corporations
operate
• Ethnocentrism
• Polycentrism
• Regiocentrism
• Geocentrism
– Important for multinational corporations to
acknowledge existence of different cultures

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to
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in
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tt
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I
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a
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e
s
23
Socialization & Concept of
Person-Organization (P-O) Fit
• Organizational socialization
– Process by which new employee becomes

aware of values & organizational
procedures
– Recruitment as socialization
• Compelling research findings
24
Organizational Socialization (cont’d)
• Socialization & P-O fit models
– Extent to which skills, abilities, & interests of
individual are compatible with job demands (person-
job fit)
– Broadened to include fit between person &
organization (P-O fit)
– Work adjustment model
25
Three Stages of Socialization
Figure 14.4 The Three Stages of Socialization

Organizational socialization generally follows the three stages
summarized here; anticipatory socialization, which involves
getting in;
the encounter stage, which in involves breaking in; and the
metamorphosis stage, which involves settling in.
SOURCE: Greenberg (2002).
26
Schneider’s attraction-selection-
attrition (ASA) model
– Organizations attempt to attract and
select particular types of people
– Attrition occurs through direct or indirect
actions
27
Figure 14.5:
ASA Model: Simplified Version

28
Module 14.3: Organizational
Development & Change
• Organizational change
– Lewin’s 3-stage process
1. Unfreezing: Become aware of values & beliefs
2. Changing: Adopt new values, beliefs, & attitudes
3. Refreezing: Stabilization of new attitudes &
values
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Episodic Change
• Infrequent, discontinuous, & intentional
• Embraced because it is focused, time
urgent, & minimizes feelings of uncertainty
• Often self-propagating
• Can be stressful & disruptive for employees
• Most commonly managed

30
Continuous Change
• Ongoing, evolving, & cumulative
• More likely to be improvised rather than
intentional
• Lewin’s model needs to be reworked in this
environment
Freeze Rebalance Unfreeze
31
Resistance to Change
• Barriers to change include:
• Economic fear
• Fear of unknown
• Fear of altered social relationships
• Structural inertia
• Work group inertia

• Threats to power balance
• Prior unsuccessful change efforts
32
Large-Scale Organizational
Change Initiatives
• Total quality management (TQM)
– Emphasizes team-based behavior directed toward
improving quality & meeting customer demands
• Six Sigma systems
– Provide training in statistical analysis, project
management, & problem-solving methods to
reduce defect rate of products
33
Large-Scale Organizational
Change Initiatives (cont’d)
• Lean production manufacturing

– Focuses on reducing waste in every form
– Just-in-time (JIT) production
• Detailed tracking of materials & production
• Draws both suppliers & customers into
organizational circle
– Often requires radical redesign of HRM
systems to be successful
John A. Rizzo/Getty Images
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Emerging Commonalities Among
Organizational Interventions
1. They are strategic
2. They are team centered
3. They are statistical
4. They are participatory
5. They are quality-focused

Unit VIII Essay
Instructions
For the Unit VIII Essay, you are an external industrial-
organizational (I-O) psychologist hired by a manufacturing
company to implement the team concept with all production
employees (800 employees) and managers (100 managers).
Company ABC wants you to create a program that addresses the
criteria below.
· Create an organizational structure for the 800 employees and
100 managers that utilize teams. How will the 800 employees be
implemented into teams? How many teams will each manager be
responsible for?
· Identify the types of teams selected and qualities utilized for
team members.
· Create a training program that you will train the employees
and managers on (any topic you believe is valuable for them).
· How will you ensure that the participants are able to
understand and apply the training knowledge in the workplace?
· How will you assess the effectiveness of your training
program after it has been completed?
· How will you evaluate the effectiveness of the team concept
after implementation?
Your paper should be a minimum of three pages in length. Use
your textbook and at least one outside resource to support your
essay.
All sources, including the textbook, must be cited and
referenced according to APA Style.

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