HRM gaining a competitive advantage chapter 004 3rd ed

Chapter The Analysis and Design of Work Objectives • Analyzing a work-flow process, identifying the output, activities, and inputs in the production of a product or service.. • Unders

Chapter The Analysis and

Design of Work

Objectives

• Analyzing a 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 resources activities.

• Identify the tasks performed and the skills

required in a given job.

• Understand the different approaches to job

Developing a Work-Unit Analysis

4-2

Inputs

- material

-

information

Equipment

- facilities

- systems

People

- knowledge

- skills

- abilities

ACTIVITY

what tasks are required ?

OUTPUT

- product/service

- how measured?

Organizational Structure

4-3

•Provides a cross-sectional overview of the static

relationships between individuals and units that create the outputs.

•Typically, displayed via organizational chart

Dimensions of Structure

Centralization Decentralization

4-4

Decision making Decision making

authority at the top authority distributed

of the organizational throughout the lower

Structural Configurations

Two common configurations of organizational structure are:

 Functional

 Divisional

 Products

 Geography

 Clients

4-5

The Importance of Job Analysis

to HR Managers

4-6

Job Analysis

Performance Appraisal Selection

Training and Development

Job Evaluation

Career Planning Work Redesign

HR Planning

Recruitment

The Importance of Job Analysis

to Line Managers

4-7

Job Analysis

Information

Understand work-flow

The Importance of Job Analysis

to Line Managers

4-8

Job Analysis

Information

Understand work-flow

Make correct hiring decisions Make correct

hiring decisions

The Importance of Job Analysis

to Line Managers

4-9

Job Analysis

Information

Understand work-flow

Make correct hiring decisions Make correct

hiring decisions

Evaluate performance

Nature of Information

 Job Description- a list of tasks, duties, and Job Description

responsibilities (TDR’s)

 Job Specification- a list of knowledge, skills, Job Specification

abilities, and other characteristics

(KSAO’s)

4-10

Sample Job Description

4-11 Title: Maintenance Mechanic

General Description of Job Duties: General maintenance and repair of

all equipment used in a particular district.

1 Essential Duty (40%) : Maintenance of Equipment

Tasks: Keep a log of all maintenance performed on equipment.

Replace parts and fluids according to maintenance schedule - -

2 Essential Duty (40%): Repair of Equipment

Tasks: Requires inspection of equipment and a recommendation that a piece be scrapped or repaired If equipment is repaired

-3 Essential Duty (10%): Testing and Approval

Tasks: Ensure that all required maintenance and repair has been

done according to manufacturer specs

-4 Essential Duty(10%): Maintain Stock

Tasks: Maintain inventory of parts needed for maintenance and

re-Job Analysis Methods

4-12

 Task Analysis Inventory

 Position Analysis Questionnaire (PAQ)

 Fleishman Job Analysis System

Identifying Job Dimensions and Job

tasks for a University Professor

4-13

Teaching

(“Prepares and presents lecture material

to class.”)

Research

(“Prepares research reports for publication

in journals.”)

Advising

(“Gives career counseling advice

to students.”)

Consulting

(“Performs work for external

Service

(“Serves on departmental committees as needed.”)

Job Characteristic Model

4-14

Core Job

Dimensions

Skill Variety

Task Identity

Task Significance

Autonomy

Feedback

Job Characteristic Model

4-15

Core Job

Dimensions

Skill Variety

Task Identity

Task Significance

Autonomy

Feedback

Psychological States

Meaningful Work

Responsibility for outcome

Knowledge of results

Job Characteristic Model

4-16

Psychological States

Meaningful Work

Responsibility for outcome

Knowledge of results

High Motivation High Quality Work High Satisfaction

Low Absenteeism and Turnover

Work Outcomes

Summary of Job Design Approaches

Job Design Approach

4-17

Satisfaction Dimension Performance Dimension

Mechanistic

job satisfaction motivation

job involvement

job performance absenteeism

training time chance of error chance of stress use levels

chance of stress

job satisfaction motivation

training time chance of error use levels

Motivational

Summary of Job Design Approaches

Job Design Approach Satisfaction Dimension Performance Dimension

4-18

job satisfaction physical effort

fatigue absenteeism medical incidents

training time chance of error use levels

financial costs

chance of stress

job satisfaction motivation

Biological

Perceptual

/motor