HA 7712: Human Resource Management Professor Sturman, Spring 2010
Job Analysis, Job Design,and the Job Description
February 18, 2010
HA 7712: Human Resource Management Professor Sturman, Spring 2010
Getting the Work Done
• Introducing the JOB.
• How does the job affect the bottom line?• Task performance
• Line of sight
• The essence of human capital• Knowledge• Skills• Abilities
HA 7712: Human Resource Management Professor Sturman, Spring 2010
Modern Idea of a JobModern Idea of a Job
• Changing conceptualization of what constitutes a job
• Jobs are changing....• More fluid – change more often. Required changes – used
to be specifically designed to the way you do the work. A lopt more vagueness of what a specific job requires
• Customer focus – who is your customer?
• More responsibility
HA 7712: Human Resource Management Professor Sturman, Spring 2010
Gathering Total Job Information
How is the product delivered?
Issue HR Process ResultWork flow
analysisJob List
What is the role of each job?
Job design Job Structure
How do we represent and communicate information about what the job does?
Job analysis Job Description
HA 7712: Human Resource Management Professor Sturman, Spring 2010
Output
What You Should Know About a JobWhat You Should Know About a Job
Raw Inputs
What materials, data, and information are needed?
EquipmentWhat special equipment, facilities, and systems are needed?
HumanResources
What knowledge,skills, and abilities (KSAs)are needed by thosePerforming the task
ActivitiesWhat tasks arerequired in theproduction of theoutput?
What product,information, orservice is provided?How is the outputmeasured?
HA 7712: Human Resource Management Professor Sturman, Spring 2010
Job Design• Definition
• The process of defining how work will be performed and what tasks will be required in a given job
• Approaches to job design• Design for efficiency (Industrial engineering)• Design for human capital capabilities• Deign for motivation (Job enlargement and enrichment)• Design for safety and health (Ergonomics)• Design to fit scheduling demands/preferences
• Careful job design will facilitate the development of QUALITY HR Metrics
HA 7712: Human Resource Management Professor Sturman, Spring 2010
Design Jobs for Efficiency
• Basis of classical industrial engineering
• Scientific method (one best way to perform a job)
• Time motion studies
HA 7712: Human Resource Management Professor Sturman, Spring 2010
Design for Human Capital Capabilities• Person versus machine
• Cost of labor / Worker efficiency
• Regulations• Pay and benefit requirements• Working conditions
HA 7712: Human Resource Management Professor Sturman, Spring 2010
Deign Jobs for Motivation• Job characteristics model (Hackman & Oldham)
• Skill variety• Extent job requires a variety of skills to carry out the tasks involved
• Task identity• Degree job requires completing a “whole” piece of work from beginning to end
• Task significance• Extent to which the job has an important impact on the lives of other people
• Autonomy• Degree job allows an individual to make decisions about the way work is carried out
• Feedback• Extent person receives clear information about performance effectiveness
HA 7712: Human Resource Management Professor Sturman, Spring 2010
Deign Jobs for Motivation• Methods to make a job more interesting and satisfying
• Job enlargement
• Job enrichment
• Self-managed work teams
HA 7712: Human Resource Management Professor Sturman, Spring 2010
Design for Safety and Health
• Ergonomics• The stud of the interface between individuals’
physiology and the characteristics of the physical work environment
• Reduce dangers in the workplace• Better for employees• Financial benefits for employer
• Enhance efficiency
HA 7712: Human Resource Management Professor Sturman, Spring 2010
Design to Fit Scheduling Demands/Preferences
• Company needs• Customer demand• Efficiency
• Employee preferences• Flex time• Job sharing• Telecommuting
HA 7712: Human Resource Management Professor Sturman, Spring 2010
Job Analysis as the Cornerstone of HR• Planning
• Staffing
• Training
• Performance Appraisal
• Compensation
HA 7712: Human Resource Management Professor Sturman, Spring 2010
Approaches to Job Analysis
• Task-based job analysis• Task: A distinct, identifiable work activity• Duty: Work segment composed of multiple tasks• Responsibilities: Obligations to perform certain tasks and
duties
• Competency-based job analysis• Individual capabilities that can be liked to enhanced
performance by the individual or teams• Technical competencies• Behavioral competencies
HA 7712: Human Resource Management Professor Sturman, Spring 2010
Job Analysis Methods
• Observation
• Interviewing
• Questionnaires
• Computerized systems
• On-line sources
HA 7712: Human Resource Management Professor Sturman, Spring 2010
Job Analysis Concerns• Inflation of jobs and job titles
• Managerial concerns• Lack of flexibility• Employees “working to the job description”
• Employee concerns• Greater supervision• Limitations on creativity and flexibility
• Incumbent emphasis
HA 7712: Human Resource Management Professor Sturman, Spring 2010
How to Perform a Job Analysis
• 1. Select the jobs to be analyzed
• 2. Gather the job information
• 3. Verify the accuracy of the job information
• 4. Document the job analysis by writing a job description
HA 7712: Human Resource Management Professor Sturman, Spring 2010
Writing the Job Description the Job DescriptionWriting the Job Description the Job Description
• Describes and defines a job in terms of its duties, responsibilities, working conditions, and specifications.• Identify the job (job title, location)• Job summary (a short statement!)• Job duties and responsibilities• Job requirements• Minimum qualifications