Chapter 7 Job Analysis and Job Design Objectives

Chapter 7 Job Analysis and Job Design

Objectives � Distinguish between job analyses, job descriptions, and job specifications � Discuss the relationship of job requirements to other HRM functions � Enumerate the steps involved in a job analysis and SHRM � Address the relationship between job analyses and SHRM � Understand the changing nature of jobs and how jobs are being redesigned to enhance productivity

Important Terms to Consider � Job ◦ defined � Position ◦ defined � Job analysis � Job description � Job specification ◦ defined

The Job Analysis Process � Steps 1. Determine the purpose of the job analysis 2. Identify the jobs to be analyzed 3. Explain the process to employees and determine their level of involvement 4. Collect the job analysis information 5. Organize the job analysis information into a form that will be useful to employees and management 6. Review and update the job analysis information frequently

Data Collection Methods � Which method is best varies based on the organization's needs and goals � Examples of data collection methods: ◦ ◦ ◦ ◦ Observations Interviews Structured questionnaires and checklists Perform the job Diary method Technical conference method Competency model technique Occupational Information network

Legal Considerations � Court cases that have impacted job analyses and HRM ◦ Griggs v. Duke Power �Precedent set ◦ Albermarle v. Moody �Precedent set ◦ Rowe v. General Motors �Precedent set ◦ U. S. v City of Chicago �Precedent set

Legislative Concerns � Fair Labor Standards Act ◦ purpose � Equal Pay Act ◦ purpose � Civil Rights Act ◦ purpose � Occupational ◦ purpose Safety and Health Act

The Changing Environment � How do we deal with a hyperturbulent healthcare environment? ◦ Adopt a future oriented approach to job analysis ◦ Use a competency based approach to job analysis ◦ Conduct generic job analyses

Managerial Challenges and Strategies to Overcome Them Challenge Strategy to overcome 1) Only a single method of job analysis is used Use multiple methods of job analysis 2) Job holder and supervisor excluded form the analysis Make sure they are both involved in the process 3) Employee isn’t allowed sufficient Make sure to give them sufficient time to complete the analysis time during work hours so analysis is accurate 4) Data is distorted Train on the process 5) Job descriptions are structured with specific tasks only Always have a generic duty such as “any other duties may be assigned” 6) The analysis doesn’t go beyond what is currently being done Look to see if the job is being done correctly or if there areas to improve upon and include new duties

Other Issues to Consider � Job design ◦ Defined � Specialization ◦ Implications � Job enlargement ◦ Defined ◦ Horizontal vs. vertical expansion � Multiskilled ◦ defined health practitioner

Redesign Methods � Work-Group ◦ Purpose ◦ Types redesign �See p. 181 in the text for 6 types of teams ◦ Work-schedule redesign �Purpose �Examples • Compressed workweek • Flextime • Job sharing • Telecommuting • Contingent workers