The Analysis and

Design of Work

Winter 2005 MGT460 1

 Class Objectives
• Job requirements and HRM functions
• Job analysis
– The National Occupation Classification (NOC)
– How to conduct a job analysis
– Job descriptions
• Job design
– Job characteristics
– Teams and work schedules

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 Work: Ways to categorize
OCCUPATIONS
• Broad
• Narrow (4-digit NOC)

JOB FAMILIES

JOBS

POSITIONS

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 Relationship of Job Requirements
Job Requirementsto Other HRM Functions
Job Requirements

Recruitment
Recruitment Determine
Determinerecruitment
recruitmentqualifications
qualifications

Provide
Providejob
jobduties
dutiesand
andjob
job
Selection
Selection specifications for selection process
specifications for selection process

Performance
Performance Provide
Provideperformance
performancecriteria
criteriafor
for
Appraisal evaluating employees
evaluating employees
Appraisal

Training
Trainingand
and Determine
Determinetraining
trainingneeds
needsand
anddevelop
develop
Development instructional programs
instructional programs
Development

Compensation
Compensation Provide
Providebasis
basisfor
fordetermining
determining
Management employee’s
employee’s rateof
rate ofpay
pay
Management
Winter 2005 MGT460 4
 The NOC and Job Analysis
• National Occupational Classification
(NOC)
– A systematic occupational classification
structure based on interrelationships of job
tasks and requirements.
– Contains standardized and comprehensive
descriptions of twenty-five thousand jobs
– Divides work into 9 broad categories and 5
skill levels

Winter 2005 MGT460 5

 9 Broad Occupational
Categories
• Business, Finance and Administration
• Natural and Applied Science
• Health
• Social Science, Education, Government and Religion
• Arts, Culture, Recreation, and Sports
• Sales and Service
• Trades, Transport and Equipment
• Occupations unique to primary industry
• Occupations unique to processing, manufacturing and
utilities

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 5 Skill Levels
1a. Senior management
1b. Middle & other managers
2. Professional
3. Technical, para-professional, skilled
4. Skill level C
(e.g., clerical, assisting, intermediate sales)
5. Skill level D
(e.g., elemental service, trades helpers, laborers)

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 The NOC: HR Example
• 1 Business, Finance & Administration
• 11 Professional occupations in business
and finance
• 112 Human resources & business
services
• 1112 Specialist in Human Resources
– http://www23.hrdc-drhc.gc.ca/2001/e/groups
/1121.shtml

Winter 2005 MGT460 8

 1121 Specialists in Human Resources

Specialists in human resources develop, implement and evaluate human resources and labour relations
policies, programs and procedures and advise managers and employers on personnel matters. Specialists
in human resources are employed throughout the private and public sectors, or they may be self-employed.

Example Titles

business agent, labour organization

classification officer
classification specialist
compensation research analyst
conciliator
consultant, human resources
employee relations officer
employment equity officer
human resources research officer
job analyst
labour relations officer
mediator
union representative
wage analyst
Quick Search
>>View all titles
GO

Find an occupational description by

Winter 2005
entering its four-digit NOC code.
MGT460 9
 1121 Human Resources Specialists
Main duties

Specialists in human resources perform some or all of the following duties:

 Plan, develop, implement and evaluate personnel and labour relations strategies including
policies, programs and procedures to address an organisation's human resource requirements
 Advice mangers and employees on the interpretation of personnel policies, compensation and
benefit programs and collective agreements
 Negotiate collective agreements on behalf of employers or workers, mediate labour disputes
and grievances and provide advice on employee and labour relations
 Research and prepare occupational classifications, job descriptions, salary scales and
competency appraisal measures and systems
 Plan and administer staffing, total compensation, training and career development, employee
assistance, employment equity and affirmative actions programs
 Manage programs and maintain human resources information and related records systems
 Hire and oversee training of staff
 Co-ordinate employee performance and appraisal programs
 Research employee benefit and health and safety practices and recommend changes or
modifications to existing policies.

Employment requirements

Quick Search
GO
Find an occupational
description by entering its
four-digit NOC code.
 A university degree or college diploma in a field related to personnel management, such as
business administration, industrial relations, commerce or psychology
or
Completion of a professional development program in personnel administration is required.
 Some experience in a clerical or administrative position related to personnel administration
may be required.

Additional information

 Progression to management positions is possible with experience.

Classified elsewhere

 Human Resources Managers (0112)

 Personnel and Recruitment Officers (1223)
 Personnel Clerks (1442)
 Professional Occupations in Business Services to Management (1122)
Winter 2005  MGT460
Training officers and instructors (in 4131 College and Other Vocational Instructors) 10
 Performing Job Analysis
• Select jobs to study
• Determine information to collect: tasks,
responsibilities, and skill requirements
• Identify sources of data: Employees,
supervisors/managers
• Methods of data collection: Interviews,
questionnaires, observation, diaries, and records
• Evaluate and verify data collection: Other
employees, supervisors/managers
• Write job analysis report
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 Approaches to Job Analysis
• Functional Job Analysis (FJA)
– Quantitative approach to job analysis that
utilizes a compiled inventory of the various
functions or work activities that can make up
any job.
– Assumes that each job involves three broad
worker functions: (1) data, (2) people, and (3)
things (4)* worker instruction, (5)* reasoning,
(6)* math and (7)* language (*added to most
recent version).
Winter 2005 MGT460 12
 Approaches to Job Analysis
(continued)
• Position Analysis Questionnaire (PAQ)
– A copyrighted questionnaire that is used to
determine the degree to which different tasks
are involved in performing a particular job.
• Critical Incident Method
– Job analysis method by which job tasks are
identified that are critical to job success.
• HRIS and Job Analysis
– Human resource information systems (HRIS)
help automate the process of job analysis.
Winter 2005 MGT460 13
 Job Analysis in a Changing
Environment
• How might rapid changes in technology,
organizational downsizing, or
reengineering be a problem for job
analysis?
• What are issues with a future-oriented or a
competency-based job analysis?

Winter 2005 MGT460 14

 Job Description Elements
• Job Title
– Indicates job duties and organizational level
• Job Identification
– Distinguishes job from all other jobs
• Job Duties
– Indicate responsibilities entailed and results to be
accomplished
• Job Specifications (job requirements)
– Skills required to perform the job and physical
demands of the job

Winter 2005 MGT460 15

 University of Toronto
United Steelworkers of America (USWA)
Job Posting

This Posting is restricted to Staff Appointed Employees in the USWA Local 1998 Bargaining Unit.

The University of Toronto is strongly committed to diversity within its community. The University especially welcomes applications from visible
minority group members, women, Aboriginal persons, persons with disabilities, members of sexual minority groups, and others who may
contribute to the further diversification of ideas.

Job Posting No.: 192 Posting Date: September 17, 2004 No late applications
Position Status: Available Closing Date: September 24, 2004 will be considered.

Position Title: Student Liaison Officer

Pay Scale Group: AA1/07N

Department: Joseph L. Rotman School Of Management

Hiring Rate: $36,664 with an annual step progression to a maximum of $46,847

Appointment Type: Budget - Continuing

Position Summary:

Reporting to the Director, Corporate Connections Centre, the Student Liaison Officer will be responsible for providing
administrative support to the Director and to the staff of the Corporate Connections Centre. These responsibilities include
receptionist duties, updating and maintaining all CCC databases, assisting in the production of the resume directory, mailings for
recruiting campaigns, and participating in all related data collection. The Officer will manage all general student and company
inquiries and will be responsible for redirecting those beyond the scope of this position to the appropriate CCC staff member. The
incumbent must be knowledgeable about all of the CCC activities, events, and recruitment activities in order to handle a
considerable volume of inquiries, both in person, via e-mail and telephone in an effective, efficient and accurate manner. The
Officer will also be responsible for maintaining the CCC's Resource Library, assist in compiling CCC statistics, and other duties as
assigned by the Director.
Winter 2005 MGT460 16
 University of Toronto
United Steelworkers of America (USWA)
Job Posting

Minimum Qualifications

Education: Post-secondary education preferred or an equivalent combination of education and experience.

Experience: Substantial experience in customer service role; strong interpersonal skills with diverse client profiles;
experience in managing database and database reporting functions; experience in handling many tasks
simultaneously; comfortable with managing tight deadlines.

Skills: Computer skills in Microsoft Office & related software, data entry/contact management system
experience, service orientation, highly organized with attention to detail, strong interpersonal skills and
must be able to work effectively in an unstructured environment.

Other: Must be flexible in terms of scheduling as the hours of employment fluctuate throughout the school
year. Must be professional and reliable in dealing with sensitive and confidential material.

Please submit Diane Hughes-Leacock

Résumé and HR Services Coordinator
Cover Letter to: Joseph L. Rotman School of Management Human Resources Office
105 St. George Street
Toronto, Ontario M5S 3E6
E-MAIL: jobs@rotman.utoronto.ca
FAX: (416) 946-5975
All employees are required to supply their personnel numbers with their applications. Employees in the USWA Redeployment Pool are required to
identify their Redeployment Pool status on their applications. The University of Toronto thanks all applicants for their interest. However, only those
applicants considered for a job posting will be contacted.

Winter 2005 MGT460 17

 Problems with Job Descriptions
• If poorly written, they provide little guidance to
the jobholder.
• They are not always updated as job duties or
specifications change.
• They may violate the law by containing
specifications not related to job success.
• They can limit the scope of activities of the
jobholder, reducing organizational flexibility.

Winter 2005 MGT460 18

 Job Characteristics Model
Job Psychological Job
Characteristics States Outcomes
Meaningfulness Improved work
Skill variety of the work performance
Task identity performed Increased
Task Responsibility for Internal
significance work outcomes motivation
Autonomy Knowledge of the Lower
Feedback results of the absenteeism
work and turnover
performed.

Winter 2005 MGT460 19

 The Dynamics of Employee
Involvement Groups

Source: Adapted from materials prepared by The Family and Relationship Center, 7946 Ivanhoe Avenue, La Jolla, CA 92037.
Winter 2005 MGT460 20
 Forms of Employee Teams
• Cross-Functional Team
– A group staffed with a mix of specialists (e.g.,
marketing, production, engineering) and
formed to accomplish a specific objective.
• Project Team
– A group formed specifically to design a new
product or service. Members are assigned by
management on the basis of their ability to
contribute to success.

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 Forms of Employee Teams
• Self-Directed Team
– Groups of highly trained individuals performing a set
of interdependent job tasks within a natural work unit.
• Task Force Team
– A task force is formed by management to immediately
resolve a major problem.
• The group is responsible for developing a long-term plan
for problem resolution that may include a charge for
implementing the solution proposed.

Winter 2005 MGT460 22

 Forms of Employee Teams
• Process-Improvement Team
– A group of experienced people from different
departments or functions and charged with improving
quality, decreasing waste, or enhancing productivity in
processes that affect all departments or functions
involved. Team members are normally appointed by
management.
• Virtual Team
– A group with widely dispersed members linked
together through computer and telecommunications
technology.
Winter 2005 MGT460 23
 Changing Structure of Work
• Attachment to organization
• Location
• Telecommuting
• Hours
– General move to flexibility
• Compressed workweek
• Flexitime
• Job sharing
• Depends on work being done, organization, environment

Winter 2005 MGT460 24

 Work To Be Done in Organization
Individual (job Group Work
design) Schedules

Behav- •Enrichment •Employee •Compressed

ioral •Job involvement workweek
Job characteristics groups •Flextime
•Employee •Employee •Job sharing
Analysis &
descrip- empowerment teams
tions
Tech- •Industrial Virtual teams Tele-
nology engineering commuting
•Ergonomics

Winter 2005 MGT460 25