Chapter 5 Job Analysis and Job DesignRedesign References

Chapter 5 Job Analysis and Job Design/Redesign References: • Strategic Human Resource Management by Jeffrey A. Mello • Strategic Human Resource Management by Charles R. Greer Resource Person: Furqan-ul-haq Siddiqui

Job Analysis Job analysis – Job analysis is a systematic process of determining the skills, duties and human characteristics required for performing specific job in organization. In job analysis information about jobs are systematically collected, evaluated & organized. Ø Job description – document providing information regarding tasks, duties, and responsibilities of job Ø Job specification – minimum qualifications to perform a particular job n 3

Job Analysis: A Basic Human Resource §Human Resource Management Tool Tasks Responsibilities Duties Planning §Recruitment §Selection Job Analysis Knowledge §Training and Development Job Descriptions §Performance Appraisal §Compensation and Benefits Job Specifications Skills §Safety and Health Abilities §Employee and Labor Relations §Legal Considerations 4

Job Description- a written statement that explains tasks, duties, working conditions, responsibilities & other aspects of a specified job Job Title Ø Location Ø Duties Ø Machines, Tools, Equipments, Materials used. Ø Supervision given or received Ø Ø Ø Job Grade / Pay Scale Employment Status Hazard Date Job Summary 5

Job Specification- a written statement that explains human characteristics needed to perform the job. n n n n Education Experience Training Physical & Mental Status Communication Skills Languages Physical Skills Personality Traits 6

Job Design n Job Design is Work arrangement (or rearrangement) aimed at reducing or overcoming job dissatisfaction and employee alienation arising from repetitive tasks. Through job design, organizations try to raise productivity levels by offering non-monetary rewards such as greater satisfaction from a sense of personal achievement in meeting the increased challenge and responsibility of one's work. Job enlargement, job enrichment, job rotation are the various techniques used in a job design exercise. 7

Design of Work Systems

What Workers Do One of the most challenging tasks is allocating specific tasks and responsibilities to individuals. • Ensuring optimal level of performance by keeping employees motivated and productive. Ø Industrial engineering deals with the optimization of complex processes, systems or organizations. Industri al engineers work to eliminate waste of time, money, materials, man-hours, machine time, energy and other resources that do not generate value. They figure out how to do things better, they engineer processes and systems that improve quality and productivity. •

Elements of Job Design 1. Ø Ø Organizational Elements (Efficiency) Mechanistic Approach. Involves identifying every task of a job so that task can be arranged & grouped into a job. Results Specialization & shortens Job Cycle. Work flow- Sequence & balance between jobs. Work Practices- Set ways of performing work. Ergonomics- Study of how human beings physically interface with equipment. 10

2. Environmental Elements Ø Employee abilities & Availability Ø Social & Cultural Expectations 3. Behavioral Elements. Ø Autonomy Ø Variety Ø Task Identity Ø Task Significance Ø Feedback 11

Five Core Job Characteristics n Skill variety ¨The extent to which the work allows an employee to use a variety of acquired skills. n Task identity ¨The extent to which work allows an employee to complete a whole or identifiable piece of work. n Task significance ¨The extent to which the employee perceives that his/her work is important and meaningful to those in the organization or to those outside the organization. n Autonomy ¨The extent to which the employee is able to work and determine work procedure at her/his own discretion. n Feedback ¨The extent to which the work allows the employee to gain a sense of how well job responsibilities are being met.

n Job Specialization ¨ Creates jobs with very narrow task (activity) assignments. ¨ Resulted in high efficiency, quickly achieved job competency, low training costs, but also created monotonous jobs. n Job Enlargement ¨ An increase in task variety in an attempt to relieve boredom. n Job Rotation ¨ Employees are moved across different specialized positions.

n Job Enrichment ¨ Increasing the amount of responsibility for quality and productivity that employees have for their own work. Ø Vertical Loading n q Is the reassignment of job responsibility formerly delegated to the supervisor to the employee. Job Morphing ¨ Readjusting skills to match the job requirements or changing of a present job to a new one. like if your working in a construction site as a an electrician, then you'll do the plumbing just to make the work faster. any work you're capable of doing which is not you're usual routine.

What Workers Need n Changing demographics and life styles ¨ Worker needs vary by age, gender, race, religion, physical abilities, sexual orientation, and marital and family status. n Employee needs for work/life balance ¨ Workers are less committed to organizations today but also suffer from burnout and lower performance. n Employee needs representation (“voice”) ¨ Workers want to be involved in work-related issues and expect the organization to listen to their concerns. n Employee concerns about safety in the workplace ¨ Workers want a safe, hazard-free working environment.

How Jobs Interface with Other Jobs n Types of Task Interdependence ¨ Pooled n Interdependence Individual employees work independently of each other in performing tasks but utilize coordination of their activities. ¨ Sequential n The work in process flows from one individual to another, where one individual depends on the timely completion of quality work for another coworker. ¨ Reciprocal n Interdependence Work flow responds to immediate situation and employees have joint and shared responsibilities for the work. When activities flow both ways between units.

Three Major Forms of Interdependence Sequential Input Reciprocal Output Input Output Pooled Input Output

Dejobbing /Redesigning of Work Systems n Dejobbing Broadening the responsibilities of the company’s jobs by encouraging employees not to limit themselves up to job description. n Internal factors leading to dejobbing ¨ Flatter organizations ¨ Work teams n External factors leading to dejobbing. ¨ Rapid product and technological change ¨ Global competition ¨ Deregulation, ¨ Political instability, ¨ Demographic changes ¨ Rise of a service economy. ¨ Reengineering ¨ Matrix Organizations ¨ Employee Life Cycle 20

Burnout is a type of psychological stress. Occupational burnout or job burnout is characterized by exhaustion, lack of enthusiasm and motivation, feelings of ineffectiveness, and also may have the dimension of frustration or cynicism, and as a result reduced efficacy within the workplace.

J d n a n g i s e D ob a n o i t i Trad e g a t S r e e r a l. C

Emerging issues related to Work Systems n Outsourcing ¨ It is an allocation of specific business processes to a specialist external service provider. Most of the times an organization cannot handle all aspects of a business process internally. n Areas frequently outsourced: § Payroll § Benefits § Technological support ¨More than 75% of organizations outsource at least one HR function

n Offshoring ¨ It is the relocation of a business process from one country to another—typically an operational process, such as manufacturing, or supporting processes, such as accounting. ¨ Inshoring (or Onshoring) is the opposite of Offshoring. It is the process of moving a business operation from overseas to the local country.

n Mergers and Acquisitions ¨ In a merger, two organizations join forces to become a new business, usually with a new name. ¨ In an acquisition, on the other hand, one business buys a second and generally smaller company which may be absorbed into the parent organization or run as a subsidiary. n Two thirds of mergers fail– Largely because of inability to merge cultural and other human factors v Mergers pursued for a variety of reasons: ¨ – Economies of scale in operations ¨ – Consolidation in saturated markets ¨ – Improving competitive position through larger asset base

n Technological Changes.

Case: Job Analysis n Mehran Hospital has been growing in size as it offers quality, prompt-caring services to the patients. Dr. Ali, the owner and administrator is a person with excellent medical knowledge but lacks knowledge and skills involved in HRM. The hospital has large quantities of medicine, equipment, spare parts of important machines installed in the hospital. As usual, the Hospital has employed a “storekeeper” with no previous experience of Hospital Stores. Mr. X the storekeeper was working earlier in an engineering firm and had sufficient knowledge of such stores. X reports to the purchase Executive whose job is to order requisite materials for requirements of the entire Hospital, Dr. Ali has been receiving various complaints from the staff and doctors of non-availability of medicines, drugs, spares of equipment and other consumables required in the Hospital having 50 beds.

The former store keeper Mr. Y, having required qualification and experiences left the job few months back as he worked there for 5 years on flat salary of Rs. 10000 per month. He requested for salary increase several times but his request was not entertained as many other individuals were interested for the job on much lesser salary. Mr. X was also from one of them. Since the hospital so far did not employ a qualified HR Manager, the administrators are not aware of the job analysis procedures, nor do they have job description and job specification of any of the jobs being performed. n 1. 2. 3. Questions: Identify problems and suggest solutions. What specific standards and specification would you include in the job description and job specification of store keeper Job? How would you go about in developing a standard job description and specification?