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CHAPTER 4 Analyzing Work and Designing Jobs

fundamentals of Human Resource Management 4 th edition by R.A. Noe, J.R. Hollenbeck, B. Gerhart, and P.M. Wright. CHAPTER 4 Analyzing Work and Designing Jobs. Figure 4.1: Developing a Work Flow Analysis. Job Analysis. The process of getting detailed information about jobs. Job Specifications.

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CHAPTER 4 Analyzing Work and Designing Jobs

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  1. fundamentals ofHuman Resource Management 4theditionby R.A. Noe, J.R. Hollenbeck, B. Gerhart, and P.M. Wright CHAPTER 4 Analyzing Work and Designing Jobs

  2. Figure 4.1:Developing a Work Flow Analysis

  3. Job Analysis The process of getting detailed information about jobs.

  4. Job Specifications • Job Specification: a list of the knowledge, skills, abilities, and other characteristics (KSAOs) that an individual must have to perform a particular job. • Knowledge: factual or procedural information necessary for successfully performing a task. • Skill: an individual’s level of proficiency at performing a particular task. • Ability: a more general enduring capability that an individual possesses. • Other Characteristics: job-related licensing, certifications, or personality traits.

  5. Sources of Job Information

  6. Position Analysis Questionnaire (PAQ) What is it? Key sections: Information input Mental processes Work output Relationships with other persons Job context Other characteristics • A standardized job analysis questionnaire containing 194 questions about work behaviors, work conditions, and job characteristics that apply to a wide variety of jobs.

  7. Fleishman Job Analysis System What is it? Categories of abilities: Written comprehension Deductive reasoning Manual dexterity Stamina Originality • Job analysis technique that asks subject-matter experts to evaluate a job in terms of the abilities required to perform the job.

  8. Importance of Job Analysis • Job analysis is so important to HR managers that it has been called the building block of all HRM functions. • Almost every HRM program requires some type of information determined by job analysis: • Work redesign • Human resource planning • Selection • Training • Performance appraisal • Career planning • Job evaluation

  9. Figure 4.5: Approaches to Job Design

  10. Designing Jobs That Motivate: Job Characteristics Model • Skill variety • Task identity • Task significance • Autonomy • Feedback

  11. Figure 4.6:Characteristics of a Motivating Job

  12. Designing Jobs That Motivate Job Enlargement • Job Enrichment

  13. Figure 4.7: Alternatives to the 8-to-5 Job

  14. Designing Jobs That Meet Mental Capabilities and Limitations • Work is designed to reduce the information- processing requirements of the job. • Workers may be less likely to make mistakes or have accidents. • Simpler jobs may be less motivating. • Technology tools may be distracting employees from their primary task resulting in increased mistakes and accidents.

  15. Summary • Work flow analysis identifies: • the amount and quality of a work unit’s outputs • the work processes required to produce these outputs • the inputs used to carry out the processes and produce the outputs • Within an organization, units and individuals must cooperate to create outputs, and the organization’s structure brings people together for this purpose. • Job analysis is the process of getting detailed information about jobs.

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