Human Resource Management ELEVENTH EDITON

SECTION 2StaffingtheOrganization Human ResourceManagementELEVENTH EDITON Robert L. Mathis  John H. Jackson Chapter 6 Jobs and job analysis PowerPoint Presentation by Dr. Zahi Yaseen

Jobs and job analysis • After you have read this chapter, you should be able to : - Discuss workflow analysis and business process reengineering as approaches to organizational work. • Define job design and identify five design characteristics for jobs. • Explain how work schedules and telework are affecting jobs and work. • Describe job analysis, and the stages in and methods used in the job analysis process • Indicate how job analysis has both legal and behavioral aspects. • Identify the components of job descriptions.

Jobs and job analysis Changing the nature of work and HR management Jobs that are routinized replaced by machines. Example: In Banks, depositing and withdrawing money done by ATM machines. In HR management , the most important activities associated with jobs are : Figure 1 1- Workflow analysis 2- Re-engineering 3- Job design 4- job analysis 5- job descriptions

Figure 1 Influences Affecting Jobs, People, and Related HR Policies

Evaluation Jobs and job analysis • Workflow analysis • A study of the way work (inputs, activities, and outputs) moves • through an organization. • Work: Effort directed toward producing or accomplishing results. • But the entire work to be done must be divided into jobs so that • it can be coordinated in some logical way. • Job: A grouping of tasks, duties, and responsibilities that • constitutes the total work assignment for an employee Inputs People Materials Equipment Activities Tasks and Jobs OutputsGoods and Services

Jobs and job analysis • Business process Re-engineering Measures for improving such activities as product development, customer service , and service delivery. Re-engineering consists of three phases: 1- Re-think: Examine how workflow and jobs in the company affect customer satisfaction and service. 2- Re-design: analyze how jobs put together, workflow, and how results achieved, and do necessary redesign. 3- Re-tool: look at new technologies ( equipments, computers, software) to improve productivity, service quality, and customer service.

Jobs and job analysis • Job Design Organizing tasks, duties, and responsibilities into a productive unit of work, It’s a process of matching characteristics of people with characteristic of job ( Person/job fit. Figure 2). It’s dealing with job enlargement/ job enrichment, and job rotation. Job design receive greater attention because : • Job design can influence performance in certain jobs. • Job design can affect job satisfaction • Job design can affect both physical and mental health.

Jobs and job analysis Person/job fit Figure 2 • Persons • Energy • Talents • Interests • Needs & wants • Productivity • Job satisfaction • Jobs • Content • Tasks • Duties • Responsibilities • Methods used • Other people • Status • Tools and equipments

Jobs and job analysis • Job Design Three approached to job design: • Job Enlargement Broadening the scope of a job by expanding the number of different tasks to be performed. Example: A nurse in a hospital help doctors in the emergency section, under the job enlargement , the nurse will be called in other hospital sections. • Job Enrichment Increasing the depth of a job by adding the responsibility for planning, organizing , controlling, and evaluating the job. In our example: Under the job enrichment , the nurse promoted to be in charged of all nurses activities in the emergency section. • Job Rotation The process of shifting a person from job to job. In our example: The nurse assigned one year as reception.

Characteristics of Jobs:a model developed by Hackman and Oldham for better results and outcomes. Figure 3

Job Characteristics Model: Figure 3

Using Teams in Jobs: another way of enhancing productivity and quality at work: (Figure 4)

Shamrock Team Figure 4

Advantages Improved productivity Increased employee involvement More widespread employee learning Greater employee ownership of problems Disadvantages Requires employees to be “group oriented” Not appropriate for most work in organizations Can be overused Difficult to measure team performance Individual compensation interferes with team concept Team Jobs

Alternative Work Schedules • Flextime • A work scheduling arrangement in which employees work a set number of hours per day but vary their starting and ending times. • Compressed Work Week • A work schedule in which a full week’s work is accomplished in fewer than five days. • Telecommuting • The process of going to work via electronic computing and telecommunications equipment. • Temporary Locations • Hoteling • Virtual office • Effects of Alternative Work Arrangements • A shift to evaluating employees on results • Greater trust, less direct supervision • Lack of direct contact (visibility)

Job Analysis A systematic way to gather and analyze information about the content, context, and the human requirements of jobs . It’s about what people are doing in the job. It includes: Work activities and behaviors , Interactions with others, Performance standards, Machines and equipments used, Working conditions, Knowledge, skills, and abilities needed. Figure 5 • Task-Based Job Analysis • Task: identifiable work activity composed of motions • Duty: A larger work segment composed of several tasks that are performed by an individual • Responsibilities: Obligations to perform certain tasks and duties

Job Analysis in Perspective Figure 5

Stages in the job analysis process Planning the job analysis 1- identify objectives of job analysis, redesign, change structure 2- obtain top management support, managers involvement Preparing and communicating the job analysis 1- Identify jobs and methodology, hourly jobs, jobs in one division 2- review existing job documentation, org chart, job description 3- communicate process to managers and employees, participation Conducting the job analysis 1- Gather job analysis data, survey, questionnaires 2- Review and compile data, job, job family, and org chart

Developing job descriptions and job specifications 1- Draft job descriptions and specifications, duties, skills, knowledge 2- review drafts with managers and employees, participation 3- identify recommendations 4- finalize job descriptions and recommendations Maintain and updating job descriptions and job specifications 1- update job descriptions and specifications as organization Changes, such time of vacancy. 2- periodically review jobs, new technology.

Job Analysis Methods • Observation: observe the individual perform the job and take notes. Figure 6 • Interviewing: visit each job site and talk with employees performing each job. • Questionnaires: a survey used to gather information about a job. Position analysis questionnaire (PAQ), work oriented survey. Management position description questionnaire (MPDQ). • Computerized job analysis: to develop more accurate and comprehensive job description, linked to compensation program, and performance appraisal system.

Observation Work Sampling Diary/Log Interviewing Questionnaires SpecializedJob AnalysisMethods PAQ MPDQ ComputerizedJob Analysis Job Analysis Methods Figure 6 Job Analysis Methods

Job Descriptions and Job Specifications • Job Description • Identification of the tasks, duties, and responsibilities of a job • Performance Standards • Indicator of what the job accomplishes and how performance is measured in key areas of the job description. • Job Specification • The knowledge, skills, and abilities (KSAs) an individual needs to perform a job satisfactory.

Identification Job title Reporting relationships Department Location Date of analysis General Summary Describes the job’s distinguishing responsibilities and components Essential Functions and Duties Lists major tasks, duties and responsibilities Job Specifications Knowledge, skills, and abilities Education and experience Physical requirements Disclaimer Of implied contract Signature of approvals Job Description Components

Sample of job description and specification JOB DESCRIPTION Job Title: Secretary/Receptionist Reporting to: Company Accountant Working with: The Board and the MSM Team at the Delphi Centre of Excellence British Computer Society: The company is accredited to the BCS . Professional Development Scheme. Duties and Responsibilities • This is a responsible position which sometimes includes work of a confidential nature and the post-holder is required to have due regard for this at all times. Job Specifications At least 12 months experience in similar field, or had a training session in the same field,

Human Resource Management ELEVENTH EDITON