Mgmt 383

1. Mgmt 383 Chapter 6 Jobs and Job Analysis 2009

2. Overview: Approaches to Deal with Jobs • Workflow Analysis – ensuring that work is effectively divided into jobs. • Job Design – improving jobs for motivation or efficiency. • Teams – using group inputs when appropriate. • Alternative Scheduling – improving jobs for flexibility or retention. • Job Analysis - systematically identifying what is done in the job. • Job Descriptions and Specifications – product of JA identifying TDR & KSA.

3. Workflow Analysis • The study of the manner in which work (inputs, activities, and outputs) moves through an organization. Inputs Activities (a.k.a., Process) Outputs Closed System

4. Workflow Analysis • Workflow Analysis often can be used to identify redundancy or over-complexity in the work process. • Workflow Analysis may lead to job redesign. • Workflow Analysis may indicate job obsolescence.

5. Re-engineering • Workflow analysis enhances our understanding of how work is currently being done. • Re-engineering initiates the needed changes.

6. Business Process Re-Engineering • Business Process Re-engineering (BPR) three phased approach to improving product development, customer service & service delivery: I Re-think – how does current work and job design affect customer satisfaction & service? II Re-design – analyze the workflow, then re-design the process as necessary. III Re-tool – look at the possibility of new technology to improve productivity, service, quality & customer satisfaction.

7. Job Design/Re-Design • Job Design – organizing TDR into a productive unit of work. Reasons for systematic job design: • Maximize performance • Enhance job satisfaction • Reduce adverse affects to physical and mental health. • Person/Job Fit – matching the characteristics of applicants with the characteristic of the job. • Discussed in detail in Chapter 8

8. Classic Job Design Approaches • Job Enlargement – increasing the scope of job tasks. • Job Enrichment – increasing the scope and depth of job tasks. • Job Rotation – shifting individuals from one job to another (usually to gain experience)

9. Characteristics of Jobs Hackman & Oldman’s Model of Job Characteristics • Skill Variety – level of different activities required to perform the job (assembly line v. law enforcement). • Task Identity – the extent to which a the job includes a whole identifiable unit of work that results in a visible outcome (assembly line v. Orange County Chopper).

10. Characteristics of Jobs • Autonomy – the level of individual control the individual exerts over the work and its scheduling (assembly line v. law enforcement). • Task Significance – the impact that the job has other people (assembly line v. hurricane relief worker). • Feedback – amount of information individuals receive regarding work outcomes.

11. Types Teams to Perform Work • Special-Purpose Teams – formed to address specific problems, improve work processes, and enhance product/service quality (Quality Circles) • Self-Directed Work Teams (SDWT) – composed of individuals who are assigned a cluster of TDR to be performed and are empowered to make decisions regarding work assignments within the group. • No formal supervisor is assigned to the team.

12. Types Teams to Perform Work • Virtual Teams – composed of individuals who perform team assigned tasks, but are not geographically collocated. • Members do not share physical proximity. • Members are linked by telecommunications technology.

13. Advantages Productivity can increase. Cost savings on supervisor. Disadvantages Performance measurement is problematic. Compensating individual members. Not all employees are “group oriented.” Require problem-solving training. Advantages & Disadvantages of Teams

14. Alternative Scheduling • Shift Work • Morning day shift (8 am - 4 pm, e.g.) • Evening shift (4 pm - 12 am, e.g.) • Graveyard shift (12 am- 8 am, e.g.) • Compressed Work Weeks • 52% of U.S. would trade a day off per week for less pay. • Flextime • Core time • Many jobs are not conducive to flextime. • Job Sharing • In Global Work Environments be aware of Scheduling Differences. • Tuesday 1pm Oxford = Wednesday 12am Hong Kong

15. Telework • Telecommuting – workers work via the Internet and computer technology for one or more days per week • Home • Client’s facility • Airport conference rooms • Shared offices (“office nomads”)

16. Telework • Issues to be dealt with: • How to monitor the work. • How the use of company equipment will be monitored (appropriate use issues). • How to handle the expenses incurred in home offices. • How to track employee time. • How to properly manage/supervise work time.

17. The Nature of Job Analysis • Job Analysis - A systematic method of gathering data about the content and human requirements of a job and the context in which it is performed. • Three components: • Job description • Job Specification • Performance Standard

18. Job description • Identifies the tasks, duties and responsibilities incumbent upon the position. • Tasks • Duties • Responsibilities • Work Contexts

19. Job Specification • Identifies the knowledge, skills, and abilities (KSA) that a position incumbent must possess in order to adequately perform the job. • An employee who lacked the prescribed KSA, would not be able to successfully accomplish the essential TDR associated with the job.

20. Performance Standard • Job analysis should identify the minimal level of performance associated with the job in question. Entry level competencies. • Quantity expectations • Quality expectations • Behavioral expectations • Timeliness expectations

21. Why Job Analysis is Important to HRM • Legal foundation for job-relatedness. • Basis for HR planning. • Foundation of performance appraisal. • Basis for recruiting & selections. • Benchmark for compensation systems. • Identifies training & development needs.

22. Why Job Analysis is Important to HRM • Determines appropriateness of bargaining units. • Identifies health, safety, and security problems.

23. Task-Based Job Analysis • Most common form of Job Analysis. • Focuses primarily on the tasks, duties, and responsibilities of a given job.

24. Competency-Based Job Analysis • Focuses primarily on the knowledge, skills, and abilities of a given job. • Becoming increasingly popular because: • It communicates valued behaviors within the organization. • Helps raise competency levels. • Emphasizes people’s capabilities for enhancing the organization’s competitive advantage.

25. Customer focus Team orientation Technical expertise Results orientation Communications effectiveness Punctuality Leadership Conflict resolution Innovation Adaptability Decisiveness Attention to detail Typical Behavioral Competencies

26. Job Analysis Approaches (Methods) • Observation • Work sampling • Job diary/log • Interviewing • Questionnaires • Position Analysis Questionnaire (PAQ) • Managerial Position Description Questionnaire (MPDQ) • Computerized Job Analysis

27. Observation • Work Sampling • Employee Diary (Job Log) • Warning: Be aware of the “Hawthorne Effect” when conducting your observations.

28. Interviews • Decide on interview format • Structured • Specific questions asked of each candidate. • What were your primary duties in your last job? • What equipment did you use? • Unstructured • Open-ended questions. • Tell me about your last job? • Determine who is to be interviewed: • Employee • Supervisor • Combination (recommended) • May be used in conjunction with questionnaires.

29. Questionnaires • Two types of questionnaire formats. • Structured • Unstructured • They are less costly and data can be collected more quickly than interviews.

30. Typical Data Collected by Questionnaires • What were the routine duties? • What were the special duties? • How much time was spent on these duties? • Who do you have to work with to do the duties? • What decisions do you regularly make? • What KSAs do you have to use? • What training is required? • What physical activities do you perform? • What are your working conditions?

31. Specialized Job Analysis Questionnaires: Position Analysis Questionnaire (PAQ) • A sophisticated questionnaire which uses a Likert scale to evaluate work behaviors. • Strengths:focuses on the elements that describe behaviors (competencies) which are relevant to the job rather than technical aspects of the work. • Job elements are grouped into six divisions for evaluation. • The focus is on behaviors necessary to do the work.

32. Position Analysis Questionnaire (PAQ) • PAQDimensions: • 1. Information Input - Where and how does the worker get information to perform the job? • 2. Mental Process - What levels of reasoning does the job require? • 3. Work Output - What physical activities must be performed?

33. Position Analysis Questionnaire (PAQ) • PAQDimensions cont’d: • 4. Relationship with Others - What level of interdependency does the job require? • 5. Job Context - What are the working conditions associated with the job? • 6. Other - What other factors are relevant to the job beyond the previous five dimensions?

34. Position Analysis Questionnaire (PAQ) • Shortcomings of PAQ: • PAQ is written at the college level. • It can only be effectively administered by an expert. • It is very costly. • It is very time consuming.

35. Computerized Job Analysis • Actually these are computerized versions of questionnaires. • Once data is received the program produces job descriptions, job specifications and (sometimes) performance standards. • CMQ (Common-Metric Questionnaire) • Interpersonal dimension • Decision making dimension • Mechanical & physical activities dimension • Work context dimension

36. Functional Job Analysis (FJA) • Based on the Department of Labor’s Dictionary of Occupational Titles. (actually replaced by O*Net in 1991) • Titles and general job descriptions for over 28,000 jobs. • A good starting place for the general summary component of job descriptions and specifications.

37. Functional Job Analysis (FJA) • Considerations • Goals of the organization • What workers do to achieve those goals • The level and orientation of what workers do • Performance standards • Training content

38. Occupational Information Network • The Occupational Information Network - O*Net database takes the place of the Dictionary of Occupational Titles (DOT) as the nation's primary source of occupational information. • O*NetTM OnLine at http://online.onetcenter.org/ • Find occupations using keywords or O*NET-SOC codes. • Use a list of your skills to find matching O*NET-SOC occupations. • You can enter a code or title from the DOT to find matching O*NET-SOC occupations

39. DPT Codes Things 0 - Setup 1 - Precision Work 2 - Operate/Control 3 - Drive Operate 4 - Manipulate 5 - Tend 6 - Feed 7 - Handle Data 0 - Synthesis 1 - Coordinate 2 - Analyze 3 - Compile 4 - Compute 5 - Copy 6 - Compare People 0 - Mentor 1 - Negotiate 2 - Instruct 3 - Supervise 4 - Divert 5 - Persuade 6 - Speak/ Signal 7 - Serve 8 - Take Instruction

40. Functional Job Analysis (FJA) • 090. 227. 010. Occupational Code: Educational DPT Code Order in terms of other job titles with same DPT 25-1011.00 O*NET-SOC code

41. Job Description (the Document) Components Identification Position Title: Reporting relationship: Department: Pay Grade: General Summary Essential Functions and Duties Job Specifications Education requirements: Expertise requirements: Working conditions: Disclaimers and Approvals

42. Job Description Position Title: Computer Operator Department: Data Systems Department Reports to: Manager of Data Systems Department General Summary: Computer operator oversees the operation of computer hardware systems, ensuring that these machines are used as efficiently as possible. Works with networks of personal computers. Computer operators must anticipate problems and take preventive action as well as solve problems that occur during operations.

43. Essential Job Functions Essential Functions and Duties 1. Controls the console of computer workstation while entering data in packaged or developed software. (60%) 2. Works from operating instructions prepared by programmers, users, or operations managers, computer operators set controls on the computer and on peripheral devices required to run a particular job.(15%) 3. Operates scanners and printers.(5%) [Continued on next slide]

44. Essential Job Functions Essential Functions and DutiesCon’t: 4. Prepare printouts or other output for distribution to computer users. (5%) 5. Loads the equipment with disks, and paper as needed.(5%) 6. While the computer is running, monitors the control console and respond to operating and computer messages.(5%) 7. Performs other duties as directed. (5%) [the general duty clause]

45. Job Description and Specifications Job Specifications: 1. Education, high school graduate or equivalent. 2. Experience with IBM® compatible personal computer data entry. 3. Knowledge and skill in using Excel® spread sheets. 4. Knowledge in operating laser jet printers. 5. Ability to take instructions and pay attention to detail in data entry and maintaining log books.

46. Job Description and Specifications Disclaimer: 1. The company reserves the right to change the content of this job as needed. 2. This job description in no way, implicitly nor explicitly, contractually binds the company to a permanent relationship with the employee.

47. Legal Standards for Job Analysis 1. Job analysis must be performed on the exact job for which the selection criteria are used. 2. Job analysis must be in written form. 3. Job analysis must be able to describe the job in question and its relevant procedures. 4. Data must come from several up-to-date sources.

48. Legal Standards for Job Analysis 5. Data should have been collected by an expert (either internal or external). 6. Tasks, duties, and responsibilities must be clearly identified. 7. Amount of competency required at the entry level must be clearly defined. 8. KSA must be shown to be essential for job accomplishment.