Job Analysis and Job Design

Work Flow
The way work is organized to meet the organizations production or service goals.

Organizational structure
The formal and informal relationships between people in an organization.

Flat Organization:
An Organizational structure that has only a few levels of management and emphasizes decentralization: Decentralized management approach Few levels of management Horizontal career paths that cross functions Broadly defined jobs General job descriptions Flexible boundaries between jobs and units Emphasis on teams Strong focus on customer

Bureaucratic Organization:
A pyramid shaped organizational structure that consist of hierarchies with many levels of Management: Top down management approach
Many levels of management Hierarchical career paths within one function

Highly specialized jobs

Narrowly specified Job Descriptions Rigid boundaries between jobs and units Employees or individuals working independently

Boundary- less Organization:

An Organizational structure that enables an organization to form relationships with customers, suppliers, and competitors either to pool organizational resources for mutual benefits or to encourage cooperation in an uncertain environment:
Joint ventures competitors. with customers, suppliers and

Emphasis on teams whose members may cross organizational boundaries. Shares many characteristics of flat organizational structure.

Team: A small number of people with complementary skills who work toward common goals for which they hold themselves mutually accountable. Self Managed Team (SMT): A team responsible for producing an entire product, a component, or an ongoing service.

Common Misconceptions about Self Managed Teams (SMTs)

SMTs do not need Leaders - Without Leader (???) Leaders loose power in SMTs. Instead of exercising power within the group to control people, leaders of SMTs torn their power outward to break down barriers and Prevent his team. Newly formed teams are automatically SMTs. Team Development needs Time. If groups are formed they work as team and organization reaps the benefits of team work. It is again a Time Consuming process.

Various Terms
Job Design::

The process of organizing work into the tasks required to perform a specific job.
Job design reflects the organizational, environments, and behavioral demands placed on it. Work Specification: It assumes that the work can be broken down into simple, repetitive and narrowly defined tasks that maximize efficiency.

Job Enlargement: The process of responsibilities. expanding the job duties and

Job Rotation:
The process of rotating workers among different narrowly defined tasks without disrupting the flow of work. Job Enrichment:

The process of putting specialized tasks back together so that one person is responsible for producing a whole product or an entire service.

Job Analysis
The systematic process of collecting information used to make decisions about jobs. Job analysis identifies the task, duties, and responsibilities of a particular job. Job Analysis comprises Job Description and Job Specification: Job Description: To find out what duties are required to be performed in order to achieve a goal. A written document that identifies, describes, and defines a job in terms of its duties, responsibilities, working conditions, and specifications. Job Specification: To find out what skills, education, experience would be required for an employee to perform a particular job. A task is basic element of work.

Conti

A duty consist of one or more tasks that constitute a significant activity. A responsibility is one or several duties that identify the major purpose of the Job.
Tasks
Duties Responsibilities Job

Various Steps in Job Analysis

1. Plan the job analysis. 2. Prepare for job analysis. 3. Decide how to get the required information interview, questionnaire, survey.

4. Review background information such as Org charts, processed charts- jobs relationship/ various positions. 5. Take sample of positions not possible to know about each & every job of large number of employees.

Conti

Various Steps in Job Analysis

6. Actually analyze the job by collecting data on the jobs behaviors, working conditions, human traits etc. 7. Verify the information the gathered information. 8. Now develop Job Description & Job Specification (the tangible products of Job Analysis).

Information Gathered via Job Analysis

Work activities actual work to be performed; e.g. cleaning, selling, teaching, painting, typing etc. Human behavior to be exhibited communicating, sensing, deciding, walking long distances etc. Machines, tools, equipment, and work aids tools used, material possessed, knowledge dealt, services rendered. Performance standards quality, quantity etc. Job context working conditions, work schedules, organizational/ social context. Human requirements job related knowledge/ skills including education, training, experience.

Job Analysis Information

The Uses of Job Analysis Information

Following HRM information: actions rely on Job analysis

Evaluate how environment challenges affect individual jobs.

Eliminate unneeded job requirements.

Discover job elements that help or hinder the work

Plan for future HRM requirements.

Match job applicants and job openings.

The Uses of Job Analysis Information

Determine
employees. Create plans to develop employees potential. Set realistic performance standards. Place employees in jobs that use their

training

needs

of

new/

old

skills effectively.
Compensate Jobholders fairly.

The Application of Job Analysis

Provide defense against Legal Challenges and to make easy to comply with Government regulations. Useful for Human Resource Management Activities: Recruitment Selection Performance Appraisal Compensation Training and Career Development

Methods of Gathering the Job Information

1. Interviews
2. Panel of experts

3. Observation
4. Diaries/ Logs 5. Questionnaires

Techniques of Job Analysis

1. Task Inventory Analysis. 2. Critical Incident Technique (CIT)/ Method. 3. Position Analysis Questionnaire (PAQ). 4. Functional Job Analysis.

Task Inventory Analysis

The technique is used to determine the Knowledge, Skills, and Abilities (KSAs) needed to perform a job successfully. The analysis involves three steps: 1. Interview. Developing a list of tasks that are part of the job. 2. Survey. To ask the respondent to rate each task on importance , frequency, & training time needed.

3. Generation of a task. Creation of task to rate the extent to which a variety of KSAs are important.

Critical Incident Technique (CIT)

This technique is used to develop behavioral description of a job. In CIT, supervisors & workers generate behavioral incidents of Job Performance. The technique involves following steps: o Generate Dimensions - Aspects of Performance. o Generate Incidents - Involvement of Customers. o Retranslate - Making sure about incidents information spread. o Assign Effectiveness of Values what precise values are required to be depicted by the job incumbents.

Position Analysis Questionnaire (PAQ)

A questionnaire used to collect quantifiable data concerning the duties & responsibilities of various jobs. The information collected includes:

Information Input
Mental Processes Work Output Relationship with other persons Job Context Other Characteristics

Functional Job Analysis

A method by which different jobs can be quantitatively rated & classified, taking into account the extent to which instructions, reasoning, judgment, & verbal ability are essential: What the job incumbent does to people, data, and things. The methods and techniques the job incumbent uses to perform the job.

The machines, tools and equipments used by the job incumbent.

The materials, projects, or services produced by the job incumbent.

The Flexible Work Force

Core Workers:
An Organizations full-time employees and enjoy the privileges.

Contingent workers:
Workers hired to deal with temporary increases in an organizations workload or to do work that is not part of its core set of capabilities. e.g. Part-time employees, outsourcing, contract workers, college internees.

Flexible Work Schedules

Flexible Work Hours: A work arrangement that gives employees control over the starting and ending times of their daily work schedule. Flextime:

Time during which employees can choose not to be at

work. Part of flexible work hours arrangements. Telecommunicating:

A work arrangement that allows employees to work in

Their homes full-time, maintaining their connection to the office through phone, fax, and computer.

Human Resource Information System (HRIS)

A system used to collect, record, store, analyze, and retrieve data concerning an organizations Human Resource. HRIS application software includes: 1. Employee Information 2. Applicant Tracking 3. Skill Inventory 4. Payroll 5. Benefits Administration

A Sample Job Description Form

Job Title ____________________ Division:____________________ Department: ________________ Date Analyzed: ______________ Wage Category:_____________ Date Verified:_______________ Job Analyst: _________________ Verified By:_________________ Job Summery:_____________________________________________________ _____________________________________________________________ ___ Job Duties & Responsibilities: 1. _____________ 2. ____________3._____________4.___________________

Job Requirements:
1. _____________ 2. ____________3._____________4.___________________ Minimum Qualifications:_______________________________________

Job Design
The process of organizing work into the tasks required to perform a specific job. Job design reflects the organizational, environments, and behavioral demands placed on it. How well jobs are designed will play an increasingly important role in the success and even survival of the organizations. Well defined jobs are instrumental to attracting better candidates.

Job Design Output- Input Framework

Feedback Organizational elements Productive & Satisfying Job

Environmental elements

Job Design

Behavioral elements
INPUTS TRANSFORMATION PROCESS DESIRED INPUTS

Elements of Job Design

1. Organizational elements:

Mechanistic approach involves identifying and

arranging every task to minimize time & effort. Work flow setting right sequence & balance between various tasks to achieve efficiency. Work practices set of ways of performing work;

these emanate from traditions, wishes & culture.

Ergonomics physical relationship between work and the worker.

Elements of Job Design

2. Environmental elements:

Employee abilities & availabilities efficiency considerations must be balanced against the abilities and availability of people who are to do the work.
Social & cultural expectations hours of work, holidays, vacations, rest breaks, religious beliefs, management styles, and workers attitude must be considered while designing the job.

Elements of Job Design

3. Behavioral elements:

Autonomy empowers the employees, gives freedom to control ones response to the environment, provides added responsibilities.
Variety variety creates more interest, reduces fatigue & boredom & improves efficiency. Task identity & significance workers identity inculcates sense of ownership & pride; contribution of employees should be visible. Feedback timely feedback regarding good & bad aspects of the performance are essential.

Thank You