JOB ANALYSIS& JOB DESIGN

PRESENTED BY,

AGILESH KUMAR V MKAVITHA V K

JOSU K GEORGE

The procedure for determining the duties and

skill requirements of a job and the kind of

person who should be hired for it.

Job analysis is defined as the process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job.

The process of job analysis The process contain five steps: 1. Strategic choices 2. Gather information 3. Process information 4. Job description 5. Job specification

SRTATERGIC CHOICES

GATHER INFORMATION

PROCESS INFORMATION

JOB DESCRIPTION

JOB SPECIFICATION

Strategic choices With regarding to job analysis an

organization is required to make at least five choices:

The extent of employee involvement in job analysis

The level of details of job analysis Timing and frequency of analysis Past oriented vs. future oriented Source of job data

1. Employee involvement To what extent employees need to

be involved 2. Level of details The nature of the job being analysis

determines the level of detail in job analysis The level of detail require in job

analysis also depends upon the purpose for which job-related details are being collected.

3. When and how often Job analysis generally conducted when A. An organization is newly

established and the job analysis is initiated for the first time.

B. A new job is created in an established company.

C. A job is changed significantly due to change in technology, methods, procedure or system.

D. The organization is contemplating a new remuneration plan.

E. The employees of managers feel that there exist certain inequities between job demands and remuneration it carries.

4. Past-oriented vs. Future-oriented Traditional job analysis information

describes how the job has been done in the past and the manner in which it is being currently done.

Future-oriented can given to the job analysis and predictions may be made as to how the job will be done in future and way that should be done.

Information gathering

This step involves decision on three issues: What type of data is to be collected? What methods are to be employed for data

collection? Who should collect the data?

Type of data -work activities -machine, tools, equipment and work aids

used -job context -personal requirementMethods for data collection -observation -interview -questionnaires -check lists -technical conference -diary methodWho should collect -trained job analyst -supervisors -job incumbents (job holder)

Information processing Once the job information has been collected,

it is need to be processed, so that it would be useful in various personnel functions.

The process of job analysis result in two type of data-

1. Job description 2. Job specification

Job descriptionA statement containing items such as

Job title Location

Job summaryDuties

Machine, tools and equipmentsMaterials and forms used

Supervision given or receivedWorking condition

hazards

Job specificationA statement of human

qualifications necessary to do the job.

Usually contains,Education

Experience Training JudgmentInitiative

Physical effortPhysical skill

ResponsibilitiesCommunication skill

Emotional characteristicsUsually sensory demands

such as sight, smell, hearing

Job analysisA process of obtaining all pertinent job facts

Job description A job description is an organized factual

statement of job content in the form of duties and responsibilities of a specific job.

Job title LocationJob summaryDutiesMachine, tools and equipmentsMaterials and forms usedSupervision given or receivedWorking condition and hazards

Job specification A job specification is a document which states

the minimum acceptable human qualities necessary to be perform a job properly.

EducationExperience Training JudgmentInitiativePhysical effortPhysical skillResponsibilitiesCommunication skillEmotional characteristics

6 Steps in job Analysis

Step 1 Identify how you’ll use the informationThis will determine the types of data you collect and how

you collect them. Some data collection techniques like

• interviewing the employee • asking what the job entails • what his responsibilities• Critical incidents (CIT)• Personal observation• Questionnaire method

Steps in job Analysis

Step 2 Review relevant background information such as organization charts

(Shows• how the job in question relates to other jobs • where it fits in the overall organization• title of each position • who reports to whom through its interconnecting lines• with whom the job holder is expected to communicate.)

process charts(Shows the flow of inputs and outputs form the job)

job descriptions

Steps in job Analysis

Step 3 Select representative positions to be analyzed

This is done when

• many similar jobs are to be analyzed

• it is too time-consuming to analyze

Eg: a sample of 10 jobs instead of jobs of 200 assembly workers.

Steps in job Analysis

Step 4 Actually analyze the job

by collecting data on job activities required

• employee behaviors• working conditions• human traits and abilities needed to

perform the job. For this use one or more of the job analysis

techniques

Steps in job Analysis

Step 5 Review the information with worker

The job analysis information should be verified with

• the worker performing the job

• and with his or her immediate supervisor.

This will help

• to confirm that the information is factually correct and complete.

• gain the employee's acceptance of the job analysis data and conclusions by giving that person a chance to review and modify your description of his or her job activities.

Steps in job Analysis

Step 6 Develop a job description and job specification

job description is a, written statement that describes the activities and responsibilities of the job, as well as important features of the job such as working conditions and safety hazards.

job specification summarizes the personal qualities, skills, and background required for getting the job done; it may be either a separate document or on the same document as the job description.

Steps in job Analysis

PURPOSES OF JOB ANALYSISPURPOSES OF JOB ANALYSIS

Human Resource PlanningHRP determines as to how many and what

type of personnel will be needed in the near future. Thus job related information is necessary for HRP

Recruitment and Selection Recruitment needs to be preceded by job

analysis. An understanding of the types of the skills needed and types of job that may open in the future, enables managers to have a better continuity and planning in staffing their organization.

Selecting a qualified person to fill a job requires knowing clearly the work to be done and the qualifications needed for someone to perform the work satisfactorily.

Training & Development Training and development programmes can

be designed depending on the job requirements. Selection of trainees is also facilitated by job analysis.

Job Evaluation Job evaluation involves determination of

relative worth of each job for the purpose of establishing wage and salary differentials. Relative worth is determined mainly on the basis of job description and job specification.

Remuneration Remuneration must be based on relative

worth of each job. Basic principle results in inequitable compensation. A perception of inequity is a sure way of demotivating an employee.

Performance Appraisal Job analysis facilitates performance appraisal

in as much as it helps fix standards for performance in relation to which actual performance of an employee is compared and assessed.

Performance Information Organizations generally maintained

computerized personnel information systems. Such information system is useful as it helps:

1.Improve administrative efficiency by speeding up the provision of data.

2.Provide decision support-information which gives a factual basis for decisions concerning the planning, acquisition, development and remuneration of human resources.

Safety & Health The process of conducting a detailed job

analysis provides an excellent opportunity to uncover and identify conditions and unhealthy environmental factors such as heat, noise, fumes, and dust.

METHODS OF COLLECTING JOB DATA

Observation The job analyst carefully observes the job

holder at work and records what he or she does and how much time is needed for completion of a given task.

Advantages:-1.It is simple.2.Data collected are accurate .Disadvantages:-1.Time consuming.2.Inapplicable to job which involve high

proportion of unobservable mental activities.

Interview The analyst interviews the job holder and his/her

supervisor to elicit information about the job.Structured interview form is used to record the

information.Advantages:-1.Talking to the job holders who are in a good position

to describe what they do, and perform their duties in a competent manner.

Disadvantages:-1.Time consuming.2.Bias on the part of the analyst and the job holders.

Questionnaire Job holders filling in the given structured questionnaire,

which are then approved by their supervisors. Questionnaire should contains the following information.

1.The job title of the job holder.2.The job title of the job holders manager or supervisor.3.The job titles and numbers of the staff reporting to the

job holder.4.A brief description of the overall role or purpose of the

job.5.A list of the main tasks or duties that the job holder

has to carry out

Advantages:-1.Large number of jobs can be collected in a

relatively short period of time.2.It saves timeDisadvantages:-1.Job analysis work requires specialized

knowledge and training. The average employee cannot express the information in a meaningful and clear fashion.

2.Questionnaires as the source of the job information is bound to create some errors in the programme.

Checklists A checklist is similar to a questionnaire, but

the response sheet contains fewer subjective judgments and tends to be either yes/no variety.

It covers 100 activities and job holders tick only those tasks that are included in their job.

The list must collect all relevant information about the job concerned.

Advantages:-1.It is used in large firms that have a large

number of people assigned to one particular job.

2.This technique is amenable to tabulation and recording on electronic data-processing equipment.

Disadvantages:-1.It is costly and, hence, not suitable for

small firms.

Technical Conference Method Services of supervisors to possess extensive

knowledge about a job are used. Here, a conference of supervisors is used.

This method lacks accuracy because the actual job holders are not involved in collecting information.

Diary Method This method requires the job holders to

record in detail their activities each day.Advantages:-1.It is accurate and eliminate errors caused

by memory lapses the job holder makes while answering questionnaires.

Disadvantages:-1.Time consuming.

Quantitative Techniques There are occasions where the narrative

approaches are not appropriate. e.g.:- where it is desired to assign a quantitative value to each job so that jobs can be compared for pay purposes, a more quantitative approach will be appropriate.

There are three popular quantitative techniquesPosition analysis questionnaireManagement position description questionnaireFunctional job analysis

Job Design Definition: The process of linking specific

tasks to specific jobs and deciding what techniques, equipment, and procedures should be used to perform those tasks.Involves determiningWhat is to be done (i.e., responses)How it is to be done (i.e., tools etc.)Why it is to be done (i.e., purpose)

The logical sequence of job analysis is job design.

It refers to the way the tasks are combined to form a complete job.

Job design is a process which integrates work content (tasks, functions, relationships), the reward (extrinsic & intrinsic) and the qualifications required (skills, knowledge, abilities) for each job in a way that meet the needs of employees and the organization.

Cont… Job design is the division of the total task to

be performed into the manageable and efficient units-positions, departments and divisions and to provide for their proper integration.

Job design involves conscious effort to organize task, duties and responsibilities into a unit of work to achieve certain objectives.

Job design follows job analysis.

Purpose of Job design

There are three objectives of job design:To meet the organizational requirements

such as higher productivity, operational efficiency, quality of service/products, etc.

To satisfy the needs of the individual employees like interest, challenge, achievement or accomplishment, etc.

To integrate the needs of the individual with the organizational requirements.

THE PROCESS OF JOB DESIGN Job design is a three step process:The specification of individual taskThe specification of the methods of

performing each taskThe combination of tasks into specific jobs to

be assigned to individuals

Components of Job Design Job specializationJob expansionPsychological componentsSelf-directed teamsMotivation and incentive systemsErgonomics and work methods

Job Specialization InvolvesBreaking jobs into small component parts Assigning specialists to do each partFirst noted by Adam Smith (1776)Found in manufacturing &

service industries

Job Specialization Often Reduces Cost Fast learningLess lost time changing jobs or toolsUse more specialized toolsPay only for needed skills

Job Expansion Process of adding more variety to jobsIntended to reduce boredom associated with

labor specializationMethodsJob enlargementJob enrichmentJob rotationEmployee empowerment

Self-Directed Teams Group of empowered individuals working

together for a common goalMay be organized for short-term or

long-term objectives

Psychological Components of Job Design

Individuals have values, attitudes, and emotions that affect job results

Example: Work is a social experience that affects belonging needs

Effective worker behavior comes mostly from within the individual

Scientific management argued for external financial rewards

First examined in ‘Hawthorne studies’

Self-Directed Teams Group of empowered individuals working

together for a common goalMay be organized for short-term or

long-term objectives

FACTORS AFFECTING JOB DESIGN Job design is affected by organizational,

environmental and behavioral factorsA properly designed job will make it

productive and satisfactory

ORGANISATIONAL FACTORS Organisational factors includeCharacteristics of tasksWork flowErgonomics/human engineeringWork practices

Characteristics of tasks An individual may carry out one main task

which consist of a number of interrelated elements of functions

Task functions may be split between a team working closely together or strung along a assembly line. In more complex jobs, individuals may carry out a variety of connected tasks each with a number of functions or these task may be allocated to a group of workers or divided between them

The internal structure of each task consist of three elements: PlanningExecutingControllingAn ideal job design is to integrate all the

three elements

Work flow The flow of work in a firm is strongly

influenced by the nature of product or service. The product or service suggests the sequence and balance between jobs.

Eg. The frame of a car must be build before the fenders and the doors can be added later

Ergonomics Study of work It is concerned with designing and shaping

jobs to fit the physical abilities & characteristics of individuals so that they can perform their jobs effectively.

Also called human factors.Incorrect Ergonomics may result in Carpal

Tunnel Syndrome

WORK PRACTICES Work practices are set ways of performing

work.These methods may arise from tradition or

the collective wishes of employees

ENVIRONMENTAL FACTORS The external factors that have a bearing on job

design are Employee ability and availability Social and cultural expectations

APPROACHES TO JOB DESIGN

Early approaches:Traditional approachScientific management or engineering approachHuman relations approachJob EnlargementJob EnrichmentMore recent approaches:Job characteristics approachSocio -technical system approach

TRADITIONAL APPROACH Under this approach a company can allocate

duties and responsibilities consistent with the common practices and traditions

Advantages It considerably simplifies recruitment,

selection and determination of compensationIt is consistent with the employees’

expectations and formal training and education programs as well

It is easier to implement

HUMAN RELATIONS APPROACH From the Hawthorne studies (1924-33),

investigators discovered that the greatest impact on productivity was of the social interaction patterns of workers rather than environmental conditions like lightning

Hawthorne Studies Conducted in late 1920’sWestern Electric Hawthorne plantShowed importance of the individual in the

workplaceShowed the presence of a social system in

the workplace

Hawthorne Studies: Workplace Lighting

Originally intended to examine effects of lighting on productivity

Scientific management proposed that physical conditions affect productivity

Result: Productivity increased regardless of lighting level

Conclusion: Increased productivity was due to workers’ receiving attention

Hawthorne Studies: Piecework Pay Examined effects of group piecework pay

system on productivityWorkers under piecework system should

produce as much as possibleScientific management assumes that people

are motivated only by moneyResult: Increased ProductionConclusion: Social pressure caused workers to

produce at group-norm level

SOCIO-TECHNICAL SYSTEMS APPROACH It focuses on organizations has being made

up of people with various competencies (social systems) who use tools, machines and techniques (technical systems) to create goods and services valued by customers and stakeholders

It is complex and influence the way work is performed throughout the organizations

JOB DESIGN APPROACHES Five popular approaches to job design are: Job rotation, Job engineering, Job enlargement, Job enrichment and Socio technical system

JOB ROTATION Job rotation involves moving employees from

job to job to add variety and reduce boredom by allowing them to perform a variety of task

Employees with a wider range of skills give the management more flexibility in scheduling work, adapting to changes and filling vacancies

Draw backs are CostlyTime consumingIt can demotivate intelligent and ambitious

trainees who seek specific responsibilities in their chosen speciality

JOB ENGINEERING It focuses on the task to be performed,

methods to be used, work flows among employees, layout of the work place, performance standards, and interdependencies among people and machines

Experts examine these job design factors by means of time and motion studies

Specification of labor is the hallmark of job engineering. High level of specification is intended to:

Allow employees to learn a task rapidlyPermit short work cycles so that performance

can be almost automatic and involve little or mental effort

Make hiring easierReduce the need of supervision

JOB ENLARGEMENT Increasing the number of tasks a worker

performs but keeping all of the tasks at the same level of difficulty and responsibility; also called horizontal job loading.

Advantage: Adds variety to a worker’s job.Disadvantage: Jobs may still be simple and

limited in how much control and variety workers have.

JOB ENRICHMENT It involves adding more motivators to a job to make it more

rewarding. Job becomes enriched when it gives job holder more decision making, planning and controlling powers

According to Herzberg an enriched job has eight characteristics

Direct feed backClient relationshipNew learningScheduling on workUnique experienceControl over resourcesDirect communication authoritiesPersonal accountabilities

Cont… Increasing a worker’s responsibility and control over

his or her work; also called vertical job loading.Ways of enriching jobs:Allow workers to plan their own work schedules.Allow workers to decide how the work should be

performed.Allow workers to check their own work.Allow workers to learn new skills.Advantage: Gives workers more autonomy, responsibility,

and control.DisadvantagesNot all workers want enriched jobsMay be expensive and/or inefficient

Limitations to Job Enlargement/Job Enrichment Higher capital costMany individuals prefer simple jobsHigher wages are required since the worker

must utilize a higher level of skillA smaller labor pool exists of persons able

and willing to perform enriched or enlarged jobs

Increased accident rates may occur

More recent approaches:The Job Characteristics Model An approach to job design that aims to

identify characteristics that make jobs intrinsically motivating and to specify the consequences of those characteristics.Four key components

Core job dimensionsMotivating potential scoreCritical psychological statesConsequences: work and personal outcomesIndividual differences

Critical Psychological States Experienced meaningfulness of the workExperienced meaningfulness of the work: The

degree to which workers feel their jobs are important, worthwhile, and meaningful.

Skill variety, task identity, and task significanceExperienced responsibility for work outcomesExperienced responsibility for work outcomes: The

extent to which workers feel personally responsible or accountable for their job performance.

AutonomyKnowledge of resultsKnowledge of results: The degree to which workers

know how well they perform their jobs on a continuous basis.

Feedback

The Social Information Processing Model An approach to job design based on the idea that

information from other people and workers’ own past behaviors influence workers’ perceptions of and responses to the design of their jobs.

The social environment (i.e., the other individuals with whom workers come in contact) provides information about which aspects of their jobs workers should pay attention to and which they should ignore.

The social environment also provides workers with information about how they should evaluate their jobs and work outcomes.

Conclusion Analyzing Work and Designing Jobs affects

the productivity, motivation, and satisfaction level of employees. Hence, care must be exercised in designing jobs which ultimately result in the fulfillment of individual goals & organizational objectives.

CONTEMPORARY ISSUES IN JOB DESIGNTelecommutingAlternative Work PatternTechno stressTask Revision

BIBILOGRAPHYHuman Resource Management- K

Aswathappa.Human Resource Management- Gary Dessler.Human Resource Management – Dr

C.B.Gupta.

THANK YOU….