Chapter 5 JOB ANALYSIS JOB DESIGN AND QUALITY

Chapter 5 JOB ANALYSIS, JOB DESIGN AND QUALITY OF WORK LIFE BBA 223 Human Resources Management Department of Business Administration Dr. S. Chan Charmaine@chuhai. edu. hk http: //home. chuhai. hk/~charmaine/ 1

Objectives • Explain what is meant by job analysis and job design. • Understand the uses of job analysis. • Describe the content of a job description and a job specification. • Discuss the collection of job analysis data. • Explain the major methods of job analysis. • Discuss competency profiling. • Understand the major approaches to job design. • Discuss quality of work life, employee participation and industrial democracy. 2

Defining Job Analysis • Obtaining information about jobs by determining their essential duties, tasks, responsibilities and requirements. • Information includes: the end result, behaviours required to do the job, equipment that must be used to do the job, environmental factors relevant to performance, personal factors relevant to job performance. • Including JOB DESCRIPTIONS, JOB SPECIFICATIONS and JOB DESIGN 3

When do we need a job analysis? • When a new job is created • When a job is changed significantly as a result of new methods, procedures or technology • A long period since the last job analysis was undertaken • Disagreement between a supervisor and job holder on the work to be perform • Increasing grievances regarding job content/working conditions • Reorganization, restructuring or downsizing 4

Job-oriented and Employee Oriented Approach • Job-oriented: job content: task, duties and responsibilities • Employee oriented: job requirement : human behaviour required to perform the job, including knowledge, skills, abilities. Only include relevant factors like aptitudes, abilities etc. but not details like sex, age marital status, ethnic background. 5

Elements in Job Analysis • Why does the job exist? • What physical and mental activities does the worker undertake? • When is the job to be performed? • What qualifications are needed to perform the job? • What are the working conditions (i. e. temperature, light, offensive fumes and noise) of the job? • What machinery or equipment is used in the job? • What constitutes successful performance? 6

Information from Job Analysis can be used for: • • • Job description Job specifications Recruitment Selection Training and development • Performance appraisal • • Job evaluations Salary & benefits Enterprise bargaining Working conditions Authority relationships Standards expected Fringe benefits 7

Job Descriptions • Identify job content, requirements and context • Provide a written summary of the duties and responsibilities of the job • Help managers and employees understand what the job is and how it is to be performed. 8

Components of Job Descriptions • Job identification – (Job title, department) • Job summary – (objective of the position) • Duties and responsibilities – (list of duties of responsibility) • Relationships – (relationship with other positions) • Know-how – (knowledge, skills, experience) • Problem solving – (environment: dynamic, creative or unstable) • Accountability – (Impact of job in terms of sales, assets or payroll) • Authority – (Decision making authority) • Special circumstances – (Special/hazardous about job) • Performance standards – (required standard performance) • Trade union/association 9

Job Specification • A written statement of the qualifications, skills, experience, ability and know-how a person needs to perform a given job successfully 10

Data Collection Methods for job analysis • • Interviews Job analysis questionnaires Observation Diaries and logs Critical incidents Focus and consultative groups Combination 11

Evaluation of Job Analysis Competency profiling • Job analysis method that focuses on the skills and behaviour needed to successfully perform a job. • Specifically a competency ‘is an underlying characteristic of a person that leads to or causes superior or effective performance’. 12

Competency Characteristics • Motives — what drives, directs and selects behaviour towards certain actions or goals and away from others. • Traits — physical characteristics and consistent responses to situations or information. • Self-concept — a person’s attitudes, values or selfimage. • Knowledge — information a person has in specific content areas. • Skill — the ability to perform a certain physical or mental task. 13

Job Analysis and Equal Employment Opportunities (EEO) • There should be no obvious or disguised violations of EEO requirements. • Avoid listing lengthy experience requirements (for example, 10– 15 years) unless no-one with less experience could satisfactorily perform the job. • Job specifications and job descriptions should not be based on opinion without a proper job analysis being undertaken. 14

Job Design • Specification of the content of a job • The material and equipment required to do the job • The relation of the job to other jobs. 15

Methods of Job Design • • • Job specialisation Job enlargement - horizontal Job rotation Job enrichment - vertical Autonomous work teams Compressed work week Flexitime Job sharing Part - or fractional time Telecommuting 16

A) Job Specialization – Using standardized work procedures – Employees perform repetitive, precisely defined task – Usually used by industrial engineers and analysts Adv: • Improve operating efficiencies through use of low-skill and low cost labour • Minimum on-job-training • Easy control of production quantities • Fewer errors Disadv: • • • Boredom and lack of challenge Employees are restricted by the speed of assembly line No end product Limited social interaction Employees have no decision making involvement 17

Job Enlargement – Horizontal expansion of a job by adding similar level responsibilities – By adding multiple skilling, task varieties or increasing work interests Job Rotation – Increase task variety by moving employees from one task to another function/geography – Typical in Japanese company – Adv: higher satisfaction, develop general perspective, increase skills – Disadv: increase training costs, lower productivity, disruption, lower specialty 18

Job Enrichment – Vertical expansion of a job by adding planning and decision making responsibilities – Employees may have greater achievement, recognition, responsibility and personal growth and motivation – By combing tasks, establishing client relationships, expanding jobs vertically (increase employees’ autonomy and control ability), and opening feedback channels 19

Quality of Work Life • • • Adequate remuneration Development of human capabilities Growth and security Constitutionalism Total life space Social relevance 20