CH- 3 JOB DESIGN & JOB ANALYSIS

1. CH- 3 JOB DESIGN & JOB ANALYSIS -PRIYANKA NAIR

2. When the banking sector in India was opened up to competition from private players, the government owned banks like State Bank of India experienced intense competition from new- generation banks like ICICI, Axis and HDFC. The new private banks opted aggressive marketing strategies, including selling financial products to customers directly and working long hours. The government controlled banks focus was on maintaining internal books and controls and providing branch based banking with less emphasis on marketing and cross- selling. SBI realized that if it had to compete with other banks, new “job descriptions” would be needed INTRODUCTION

3. Job design id defined as the process of deciding on the content of a job in terms of duties and responsibilities of the job holders; on the methods to be used in carrying out the job, in terms of techniques, systems and procedures and on the relationships that should exist between job holder and his superiors, subordinates and colleagues. • There are two important goal of job design: • To meet the organisational requirements such as higher productivity, operational efficiency, quality of product/ service etc. • To satisfy the needs of the individual employees like interests, challenges, achievements or accomplishment etc. FINALLY THE GOAL OF THE JOB DESIGN IS TO INTEGRATE THE NEEDS OF THE INDIVIDUAL WITH THE ORGANISATIONAL REQUIREMENTS. JOB DESIGN

4. Factors affecting job design include: (1) Organisational factors (2) Environmental factors (3) Behavioral factors. FACTORS AFFECTING JOB DESIGN Feedback Environmental Factors Organisational Productivity Employee Satisfaction Organisational Factors Job Design Behavioral Factors

5. APPROACHES TO JOB DESIGN

6. Job rotation refers to the movement of an employee from one job to the another. Job themselves are not actually changed, only the employees are rotated among various jobs. • An employee who works on a routine/ respective job moves to and works on another job for some hours/days/months and backs up to the first job. • This measure relieves the employee from boredom and monotony, improves employee’s skills regarding various job, prepares competent employees and provides competitive advantage to the company. JOB ROTATION

7. Job enlargement means adding more and different tasks to a specialized job to provide grater variety. This process is also known as horizontal loading. • It tackles dissatisfaction and reduces monotony by increasing variety and scope of tasks. • This technique leads to specialization, it improves worker satisfaction, quality of production and overall efficiency of the organisation. JOB ENLARGEMENT

8. Job bandwidth is divided into two parts: (1) narrow job design and (2) broad job design. • Narrow job design results in: • The creation of job at different levels • Multiple layers • Tightly held relationship • Narrow authority and responsibility • Broad job design results in: • Employee motivation and job satisfaction due to variety of tasks • Empowerment • High productivity BUT MOST OF THE COMPANIES TODAY PREFER BROAD JOB DESIGN IN ORDER TO UTILISE EMPLOYEES MULTI SKILLS AND VARIED APPTITUDES JOB BANDWIDTH

9. Job enrichment means adding duties and responsibilities that will provide skills variety, task identity, task significance, autonomy and feedback on job. It tries to deal with dissatisfaction by increasing job depth as work activities from a vertical slice of the organizational unit are combined in one job • the efforts made by the Swedish automobile major - Volvo AB towards improving the work conditions at its facilities through job enrichment programs.In its efforts to reduce the instances of employee turnover and absenteeism in its manufacturing facilities, Volvo introduced innovative job enrichment programs including job rotation, management employee councils, small work groups, change implementation and employee oriented facilities. These programs helped the company to understand the importance of designing its facilities according to the work design and employees' requirements. • Volvo was one of the first automobile companies to deviate from the traditional assembly line system and adopt a more employee-centric approach for manufacturing automobiles. JOB ENRICHMENT

10. A management always focuses on finding out the right man for the right job at right time • But while recruiting the management has to know the kind of personnel needed or required for a type of job and the number of persons to be employed. • The management also has to decide the minimum acceptable qualifications, skills and qualities required for adequate job performance. • A job analyst who should have the knowledge regarding job design, study of job duties and responsibilities, requirements of the job, human abilities and qualities etc. JOB ANALYSIS REQUIREMENT JOB ANALYSIS RECRUITMENT

11. JOB TERMINOLOGY: description of the technical terminology is highly necessary in order to facilitate the study of the job analysis. It should be bifurcated in terms of task, position, job, occupation, job description, job specification and job classification. • TASK: a task is an action or related group of action designed to produce a definite outcome or result. • POSITION: a position is a group of similar tasks and responsibilities assigned to an individual. The term is used in this narrow technical sense to facilitate more precise discussion of job analysis technique. • JOB: a job is “ a group of positions that are similar as to the kind and level of work”. In job mostly only one position may be involved simple because no other similar position exists. • OCCUPATION:an occupation “is a group of jobs that are similar as to the kind of work and are found throughout in industry or the entire country”. An occupation is a category of work found in many firms. A JOB ANALYSIS CONSISTS….

12. JOB ANALYSIS:the U.S Department of Labour defined job analysis as, “the process of determining, by observing and study and reporting pertinent information relating to the nature of a specific job. It is the determination of tasks which comprise the job and of the skills, knowledge, abilities and responsibilities required of the worker of a successful performance and which differentiates one job from all others”. The job analysis includes job description and job specification • JOB DESCRIPTION: a job description is “an organized factual statement of the duties and responsibilities of a specific job”. In brief it tells what is to be done, how it is done and why? It is a standard of function, in that it defines the appropriate and authorized content of the job. A JOB ANALYSIS CONSISTS….

13. JOB SPECIFICATION: a job specification is, “a statement of the minimum acceptable human qualities necessary to perform the job properly”. In contrast to job description, it is a standard of the personnel and designates the qualities required for acceptable performance. • JOB CLASSIFICATION: a job classification is “ a grouping of jobs on some specified basis such as the kind of work or pay”. For e.g. a clerk, a teacher, an engineer etc. A JOB ANALYSIS CONSISTS….

14. PROCESS OF JOB ANALYSIS IS DIVIDED IN 7 STEPS: PROCESS OF JOB ANALYSIS STRATEGIES COLLECTION OF BACKGROUND INFORMATION SELECTION OF REPRESENTATIVE POSITION TO BE ANALYSED COLLECTION OF JOB ANALYSIS DATA DEVELOPING A JOB DESCRIPTION DEVELOPING JOB SPECIFICATION DEVELOPING EMPLOYEE SPRECIFICATION

15. STRATEGIES: According to William. P. Anthony the companies have to take four strategic choices that are: • 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 job analysis • COLLECTION OF BACKGROUND INFORMATION: background information consists of organisation charts, class specifications and existing job description. Organisation charts show the relation of the job with other jobs in overall organizations. Class specifications describe the general requirements of the class of job to which the particular job belongs. The existing job description provides a good starting point for job analysis. • SELECTION OF REPRESENTATIVE POSITION TO BE NALYSED: It would be too difficult and too time consuming to analyse all the jobs. So the job analyst has to select some of the representative positions in order to analyse them. PROCESS OF JOB ANALYSIS

16. COLLECTION OF JOB ANALYSIS: This step involves actually analyzing a job by collecting data on features of the job, required employee behaviour and human requirements. • DEVELOPING A JOB DESCRIPTION: This step involves describing the contents of the job in terms of functions, duties, responsibilities, operations etc. • DEVELOPING JOB SPECIFICATION: This step involves conversion of job description statements into job specification. Job specification or job requirements describe the personal qualities, traits, skills, knowledge and background necessary for getting the job done. • DEVELOPING EMPLOYEE SPECIFICATION: This final step involves conversion of specifications of human qualities under job specification into an employee specification. Employee specification describes physical qualification, educational qualification, experience etc. which specify that the candidate with these qualities possesses the minimum human qualities listed in the job specification. PROCESS OF JOB ANALYSIS

17. There are several techniques that can be used for the purpose of collection of data. The important among them are: • INTERVIEW • DIRECT OBERVATION • MAINTAINENCE OF RECORDS • QUESTTIONAIRE • CRITICAL INCIDENT TECHINQUE (This technique is especially useful for scientific analysis and selection research. For e.g. this technique helps in finding out the successful and unsuccessful job behaviour). TECHNIQUES OF DATA COLLECTION

18. The job description normally contains the information on the following lines: • Job title • Organisational location of the job • Supervision given and received • Materials, tools, machinery and equipment worked with • Designation of the immediate supervisors and subordinates • Salary levels: pay, D.A., other allowances, bonus, incentive wage, method of payment, hours of work, shift and break. • Complete list of duties to be performed separated according to daily, weekly, monthly and time spent on each duty. • Definition of unusual terms • Conditions of work: location, speed of work, accuracy, health hazards and accident hazards. • Training and development facilities • Promotional chances and channels. CONTENT OF JOB DESCRIPTION

21. Most of the recent organization has realized that teamwork produces better results than the performance of individual work. In fact, the practices of enterprise resource planning (ERP), business process re- engineering (BPRE), supply chain management require teamwork. The impact of synergy results in high productivity of teamwork than that of individual employees. • Most of the organizations in the 21st century shifted to teamwork and team analysis rather than the job analysis. The aspects of team analysis include team description and team specification. • TEAM DESCRIPTION: Team description is an organized factual statement of he duties and responsibilities of a complete team • TEAM SPECIFICATION: Team specification pertains to minimum acceptable human qualities and relationships necessary to perform all kinds activities of the team. Team members should possess these skills on complementary basis. TEAM ANALYSIS