Job Analysis & Scheduling

1. Chapter 4 Job Analysis & Scheduling

2. Work • Effort directed toward producing or accomplishing results Chapter 4

3. What is a Job? • Job • A group of related activities and duties • Position • The different duties and responsibilities performed by only one employee • Job Family • A group of individual jobs with similar characteristics Chapter 4

4. Job Analysis • The process of obtaining information about jobs by determining what the duties, tasks, or activities of jobs are. • HR managers use the data to develop job descriptions and job specifications that are the basis for employee performance appraisal and development. Chapter 4

5. Job vs. Performance Analysis • Job analysis • About the job • tasks, responsibilities, importance & necessity • Performance analysis • About the worker • How well they do their job Chapter 4

6. Effective and Defensible Job Analysis • Yields a thorough, clear job description • Assesses the frequency and importance of task behaviors • Identifies necessary knowledge, skills, abilities and other characteristics (KSAOs) required by the job Chapter 4

7. Effective and Defensible Job Analysis (2) • Yields information about the relationship between job duties and KSAOs (the validity question) Chapter 4

8. Essential Job Functions • Statements in the job description of job duties and responsibilities that are critical for success on the job. • The purpose of essential functions is to match and accommodate human capabilities to job requirements. Chapter 4

9. A job function is essential if: • The position exists to perform the function. • A limited number of employees are available to perform the function. • The function is specialized, requiring needed expertise or abilities to complete the job. Chapter 4

10. Performing Job Analysis • Select jobs to study • Determine information to collect: • Tasks, responsibilities, skill requirements • Identify sources of data: • Employees, supervisors/managers Chapter 4

11. Performing Job Analysis (2) • Methods of data collection: • Interviews, questionnaires, observation, diaries and records • Evaluate and verify data collection: • Other employees, supervisors/managers • Write job analysis report Chapter 4

12. Job Analysis Methods • Observation • Focus on job relevant behaviors • Interview • Talk to current & past workers • Probably the most widely used technique Chapter 4

13. Job Analysis Methods (2) • Questionnaires • Usually the least costly approach • Job incumbent diaries or logs • Examines routine and non-routine job duties Chapter 4

14. External Sources for Job Analysis • Positional Analysis Questionnaire (PAQ) • Management Position Description Questionnaire (MPAQ) • Common Metric Questionnaire (CMQ) • Occupational Information Network (O*Net) Chapter 4

15. External Sources for Job Analysis • Dictionary of Occupational Titles (DOT) • Classifies jobs by a nine-digit code • O*NET Database • A online database of all DOT occupations plus an update of over 3,300 additional DOT occupations. Chapter 4

16. Key Elements of a Job Description • Job Title • Job Identification Section • Job Duties, or Essential Functions, Section • Job Specifications Section • The skills required to perform the job: • The physical demands of the job Chapter 4

17. 1. Job Title • Provides status to the employee. • Indicates what the duties of the job entails. • Indicates the relative level occupied by its holder in the organizational hierarchy. Chapter 4

18. 2. Job Identification Section • Departmental location of the job • Person to whom the jobholder reports • Date the job description was last revised • Payroll or code number Chapter 4

19. 2. Job Identification Section (2) • Number of employees performing the job • Number of employees in the department where the job is located • O*NET code number. • “Statement of the Job” Chapter 4

20. 3. Job Duties Section • Statements of job duties that: • Are arranged in order of importance. • Stress the responsibilities that duties entail and the expected results to be. • Indicate the tools and equipment to be used. • Comply with law by listing only the essential functions of the job to be performed. Chapter 4

21. 4. Job Specifications Section • Personal qualifications an individual must possess in order to perform the duties and responsibilities Chapter 4

22. 5. The skills required to do the job: • Education or experience, specialized training, personal traits or abilities, interpersonal skills or specific behavioral attributes, and manual dexterities. Chapter 4

23. Problems with Job Descriptions • If poorly written, they provide little guidance to the jobholder. • Not always updated as job duties or specifications change. • May violate the law by containing specifications not related to job success. • Can limit the scope of activities of the jobholder, reducing organizational flexibility. Chapter 4

24. Clear and Specific Job Descriptions • Create statements that: • Are terse, direct, and simply worded; eliminate unnecessary words or phrases. • Describe duties with a present-tense verb. Chapter 4

25. Clear and Specific Job Descriptions (2) • Create statements that: • Use “occasionally” to describe duties performed once in a while and “may” for duties performed only by some workers on the job. • State the specific performance requirements of a job based on valid job-related criteria. Chapter 4

26. Job Design • An outgrowth of job analysis that improves jobs through technological and human considerations in order to enhance organization efficiency and employee job satisfaction. Chapter 4

27. Workflow Analysis • A study of the way work (inputs, activities, and outputs) moves through an organization Chapter 4

28. Importance of Job Design • Job Design • Organizing tasks, duties, and responsibilities into a productive unit of work. • Person/job Fit • Matching characteristics of people with characteristics of jobs. Chapter 4

29. Characteristics of Jobs • Skill Variety • The extent to which the work requires several different activities for successful completion. • Task Significance • The impact the job has on other people. Chapter 4

30. Characteristics of Jobs (2) • Task Identity • The extent to which the job includes a “whole” identifiable unit of work that is carried out from start to finish and that results in a visible outcome. Chapter 4

31. Nature of Job Design • Job Enlargement • Job Enrichment (Herzberg) • Job Rotation Chapter 4

32. 1. Job Enlargement • Broadening the scope of a job by expanding the number of different tasks to be performed. Chapter 4

33. 2. Job Enrichment (Herzberg) • Is enhancing a job by adding more meaningful tasks and duties to make the work more rewarding or satisfying. • Providing opportunities for achievement, recognition, growth, responsibility, and performance. Chapter 4

34. 2. Job Enrichment (2) • Enrichment will result in improved work performance, internal motivation, and lower absenteeism and turnover Chapter 4

35. 3. Job Rotation • The process of shifting a person from job to job. Chapter 4

36. Job Enrichment Factors • Increasing the level of difficulty and responsibility of the job • Allowing employees to retain more authority and control over work outcomes • Providing job performance reports directly to employees Chapter 4

37. Job Enrichment Factors (2) • Adding new tasks to the job that require training and growth • Assigning individuals specific tasks, thus enabling them to become expert. Chapter 4