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The Analysis and Design of Work
The Analysis and Design of Work
After reading this chapter, you should be able to:Analyze the work flow process, identifying the output, activities, and inputs in the production of a product or service.Understand the importance of job analysis in strategic and human resource management.Choose the right job analysis technique for a variety of human resource activities.
Chapter
4
The Analysis and Design of Work
The Analysis and Design of Work
Identify the tasks performed and the skills required in a given job.Understand the different approaches to job design.Comprehend the trade-offs among the various approaches to designing jobs.
4Chapter
Work-flow AnalysisWork-flow Analysis
Work-flow analysis is useful because it provides a means for the managers to understand all the tasks required to produce a high-quality product as well as the skills necessary to perform those tasks.
Work flow analysis includes:analyzing work outputsanalyzing work processesanalyzing work inputs
Developing a Work-Flow AnalysisDeveloping a Work-Flow Analysis
Raw Inputs- material- information
Equipment- facilities- systems
People- knowledge- skills- abilities
ACTIVITYwhat tasksare required?
OUTPUT- product/service- how measured?
Organizational StructureOrganizational Structure
Organization structure provides a cross-sectional overview of the static relationship between individuals and units that create the outputs.
Two of the most important dimensions of structure are centralization and departmentalization.1. Centralization is the degree to which authority
resides at the top of the organizational chart.2. Departmentalization refers to the degree to which
work units are grouped based upon functional similarity or similarity of workflow.
Structural ConfigurationStructural Configuration
Functional functional departmentalization high level of centralization high efficiency inflexible insensitive to subtle
differences across products, regions, and clients
Divisional workflow departmentalization low level of centralization semi-autonomous flexible and innovative sensitive to subtle differences
across products, regions, and clients
low efficiency
The Importance of Job Analysis to HR Managers
The Importance of Job Analysis to HR Managers
Job Analysis
Work Redesign
HR Planning
Recruitment
Selection
Performance Appraisal
Job Evaluation
Career Planning
Training andDevelopment
The Importance of Job Analysis to Line Managers
The Importance of Job Analysis to Line Managers
Managers must have detailed information about all the jobs in their work group to understand the work-flow process.
Managers need to understand the job requirements to make intelligent hiring decisions.
Since the manager is responsible for ensuring that each individual is performing his or her job satisfactorily, the manager must clearly understand the tasks required in every job.
Job Analysis InformationJob Analysis Information
Job Description - a list of tasks, duties, and responsibilities (TDRs)
Job Specification - a list of knowledge, skills, abilities, and other characteristics (KSAOs)
Sample Job DescriptionSample Job Description
Job Title: Maintenance Mechanic
General Description of Job: General maintenance and repair of all equipment used in the operations of a particular district. Includes the servicing of company used vehicles, shop equipment, and machinery used on job sites.1. Essential duty (40%) Maintenance of Equipment2. Essential duty (40%) Repair of Equipment3. Essential duty (10%) Testing and Approval4. Essential duty (10%) Maintain Stock
Nonessential functions: Other duties assigned
Job Analysis MethodsJob Analysis Methods
Position Analysis Questionnaire (PAQ)
Task Analysis Inventory
Fleishman Analysis System (FJAS)
Occupational Information Network (O*NET)
Job Dimensions and Job Tasks of a University Professor
Job Dimensions and Job Tasks of a University Professor
Teaching prepares and
presents lecturematerial in
class
Research prepares research
reports for publication in
journals
Service serves on
departmentalcommittees as
needed Consulting
performs work for external
organizations
Advising gives career
counseling adviceto students
Job DesignJob Design
Job design is the process of defining the way work will be performed and the tasks that will be required in a given job.
Job redesign refers to changing the tasks or the way work is performed in an existing job.
The four approaches used in job design are:mechanistic approachmotivational approachbiological approachperceptual-motor approach
Mechanistic ApproachMechanistic Approach
Has its roots in classical industrial engineering.Focuses on designing jobs around the concepts of task
specialization, skill simplification, and repetition.Scientific management, one of the earliest mechanistic
approaches, sought to identify the one best way to perform the job through the use of time-and-motion studies.
The scientific management approach was built upon in later years and resulted in a mechanistic approach that calls for the job to be designed very simply.
New employees can be trained to perform the job quickly and inexpensively.
Motivational ApproachMotivational Approach
The motivational approach to job design focuses on the job characteristics that affect the psychological meaning and motivational potential of job design.
A focus on increasing job complexity through job enlargement, job enrichment, and the construction of jobs around sociotechnical systems.
A model of how job design affects employee reaction is the “Job Characteristics Model”.
Job Characteristics ModelJob Characteristics Model
Core Job Dimensions
Skill Variety
Task Identity
Task Significance
Autonomy
Feedback
Psychological States
Meaningful Work
Responsibilityfor Outcome
Knowledgeof Results
Work Outcomes
High Motivation
High Quality of Work
High Satisfaction
Low Absenteeism and Turnover
Biological ApproachBiological Approach
Comes primarily from the sciences of biomechanics, or the study of body movements
Is referred to as ergonomics, or the concern with examining the interface between individuals' physiological characteristics and the physical work environment.
The goal of this approach is to minimize the physical strain on the worker by structuring the physical work environment around the way the body works.
Focuses on outcomes such as physical fatigue, aches and pains, and health complaints.
Perceptual-Motor ApproachPerceptual-Motor Approach
Has its roots in the human-factors literature.Focuses on human mental capabilities and
limitations. The goal is to design jobs in a way that ensures
that they do not exceed people's mental capabilities.
Tries to improve reliability, safety, and user reactions by designing jobs in a way that reduces the information processing requirements of the job.
Trade-Offs among Different Approaches to Job Design
Trade-Offs among Different Approaches to Job Design
Job Design Approach Positive Outcomes Negative Outcomes
Motivational
Mechanistic
Biological
Perceptual-Motor
Higher job satisfactionHigher motivationGreater job involvementLower absenteeism
Decreased training timeHigher utilization levelsLower likelihood of errorLess chance of mental overloadand stressLess physical effortLess physical fatigueFewer health complaintsFewer medical incidencesLower absenteeismHigher job satisfactionLower likelihood of errorLower likelihood of accidentsLess chance of mental overload and stressLower training timeHigher utilization levels
Increased training timeLower utilization levelsGreater likelihood of errorGreater chance of mental overloadand stressLower job satisfactionLower motivationHigher absenteeism
Higher financial costs becauseof changes in equipment or job environment
Lower job satisfactionLower motivation