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JOB ANALYSIS, JOB DESIGN and QUALITY of WORK LIFE Human Resources Management Chapter 5

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JOB ANALYSIS, JOB DESIGN and QUALITY of WORK LIFE Human Resources Management Chapter 5 Human Resources Management Chapter 5 JOB ANALYSIS, JOB DESIGN AND QUALITY OF WORK LIFE 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 Defining 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 Reasons for Job Analysis • Job description • Job evaluations • Job specifications • Salary & benefits • Recruitment • Enterprise bargaining • Selection • Working conditions • Training and • Authority relationships development • Standards expected • Performance appraisal • Fringe benefits 7 JOB ANALYSIS OBJECTIVE The purpose of the job analysis is to collect information for: job description 0selection • job specification 0job design • HR planning 0recruitment TYPE OF INFORMATION TO BE COLLECTED • What is performed? • Where is it performed? • How is it performed? • Why is it performed? • When is it performed? Sources of data Methods of data collection • Job incumbent • Records/files/manuals • Observation • Diaries/log • Supervisor • Plans and blueprints • Interviews • Job analyst • HR information systems • Questionnaire • Experts • Critical incident report Form of data analysis Source: Asia Pacific • Qualitative 8 Management Co Ltd. • Quantitative 2001 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. 9 Components of Job Descriptions • Job identification • Accountability – (Job title,department) – (Impact of job in terms of sales, • Job summary assets or payroll) – (objective of the position) • Authority • Duties and responsibilities – (Decision making authority) – (list of duties of responsibility) • Special circumstances • Relationships – (Special/hazardous about job) – (relationship with other positions) • Performance standards • Know-how – (required standard performance) – (knowledge, skills, experience) • Trade union/association • Problem solving – (environment:dynamic, creative or unstable) 10 Job Specification • A written statement of the qualifications, skills, experience, ability and know-how a person needs to perform a given job successfully 11 Data Collection Methods for job analysis • Interviews • Job analysis questionnaires • Observation • Diaries and logs • Critical incidents • Focus and consultative groups • Combination 12 Methods of Job analysis 1. Functional job analysis (FJA) • Use standardised statements and terminology to describe nature of job and prepare job descriptions and specifications 2. Position analysis questionnaire (PAQ) • Use a structured questionnaire for quantitatively assessing jobs. 3. Management position description questionnaire – Use a behaviourally oriented, structured questionnaire to describe, compare, classify and evaluate management positions 4. Position classification inventory (PCI) • Use to classify occupations and assess person 13 The Hay Guide Chart Profile Method • Widely used in job evaluation, the Hay Guide Chart Profile Method is commercially available through Hay Group. • Job content is analysed in terms of three major factors which are present to some degree in every job. – Know how => specialized knowledge, managerial skills, human relations – Problem solving => environment and challenges – Accountability => answerability for actions, freedom to act, job impact etc 14 New Multi-method Approaches • Based on computer technology. Sophisticated quantitative techniques are now coming into use. • Use multidimensional perspectives on the source of job information, the type of data analysed and the response scale formats. • Designed to concurrently support multiple HR applications. • They are structured questionnaires to be completed by employees, supervisors and/or subject-matter experts. • They use computer-friendly computer systems which may perform complex multivariate statistical procedures and provide graphical, quality reports for data interpretation. 15 Evaluation of Job Analysis CCoommppeetteennccyy pprrooffiilliinngg • 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’. 16 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 self-image. • Knowledge — information a person has in specific content areas. • Skill — the ability to perform a certain physical or mental task. 17 The Behavioural Event Interview(BEI) • BEI is a development of critical incident reporting. • It generates information about the job and what the job holder thinks, feels and hopes to achieve in the job. • Helps the HR manager identify and measure competencies such as achievement motivation and logical problem solving. 18 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. 19 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. 20 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 21 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 22 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 23 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 24 Quality of Work Life • Adequate remuneration • Development of human capabilities • Growth and security • Constitutionalism • Total life space • Social relevance 25 Quality Circles • Quality circles usually consist of small groups of five to ten workers who meet on a regular basis. • Meetings generally involve the group’s supervisor • The objective is to identify problems as a group, process suggestions and examine alternatives for improving productivity, raising product and service quality, and increasing worker satisfaction. 26 Employee Participation and Industrial Democracy • Industrial democracy is often confused with the less emotive term ‘employee participation’. • Industrial democracy and employee participation have been described as different aspects of the same concept. • Industrial democracy implies at least the ‘redistribution of decision making power’. 27.
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