Job Analysis & Desings

Job Analysis & disengs. : 

Job Analysis & disengs. Prepared by : Gihan Aboueleish

Objectives; : 

Objectives;

Definition of Job Analysis : 

Definition of Job Analysis “job analysis is the process of studying and collecting information relating to the operations and responsibility of a specific job” “ EDWIN FLIPPO “ “job analysis is a systematic exploration of activities within a job.it is a basic technical procedure ,one that is used to define the duties ,responsibilities and accountabilities of a job” “DAVID A.DECENZO and STEPHEN P.ROBBINS”

Importance /uses of Job Analysis1.Facilitates proper publicity of job : 

Importance /uses of Job Analysis1.Facilitates proper publicity of job

2.Selection of psychological test : 

2.Selection of psychological test

3.Facilitates purposeful interviews : 

3.Facilitates purposeful interviews

4.Facilitates appropriate medical examination : 

4.Facilitates appropriate medical examination

5.Facilitates scientific selection placement and orientation : 

5.Facilitates scientific selection placement and orientation

6.Facilitates scientific promotions and transfers : 

6.Facilitates scientific promotions and transfers

7.Facilitates performance appraisal : 

7.Facilitates performance appraisal

8.Facilitate manpower training and development program : 

8.Facilitate manpower training and development program

9.Facilitates introduction of rational wage structure : 

9.Facilitates introduction of rational wage structure

10.Facilitates human resources planning : 

10.Facilitates human resources planning

11.Facilitates job evaluation12.Facilitates redesigning of jobs : 

11.Facilitates job evaluation12.Facilitates redesigning of jobs

Nature Of Job Analysis : 

Job Analysis Determining duties and skill requirements of a job and the right kind of person. Job Description Job’s duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities. Job Specification Job’s “human requirements”, the requisite education, skills, personality, etc. Nature Of Job Analysis

Uses Of Job Analysis : 

Recruitment and Selection Compensation Performance Appraisal Training Discovering Unassigned Duties EEO Compliance Uses Of Job Analysis

Steps In Job Analysis : 

Decide how you’ll use the information. Review relevant background information. Select representative positions. Actually analyze the job. Verify the job analysis information. Develop a job description and job specification. Steps In Job Analysis

Slide 19: 

Organization chart A chart that shows the organization wide distribution of work, with titles of each position and interconnecting lines that show who reports to and communicates to whom. Process chart A work flow chart that shows the flow of inputs to and outputs from a particular job.

Methods of collecting job data : 

Methods of collecting job data Job data Job performance Check list Interview Critical incidents Daily records Questionnaire Personal observation

Methods Of Collecting Job Analysis Information : 

Methods Of Collecting Job Analysis Information

Job Analysis: A Basic hr Tool; : 

Job Analysis: A Basic hr Tool; Tasks Responsibilities Duties Job Analysis Job Descriptions Job Specifications Knowledge Skills Abilities Human Resource Planning Recruitment Selection Training and Development Performance Appraisal Compensation and Benefits Safety and Health Employee and Labor Relations Legal Considerations Job Analysis for Teams

Linking Organizational Strategy to HR Planning : 

Linking Organizational Strategy to HR Planning Employment Planning and the Strategic Planning Process

Job Design : 

Job Design Meaning It is a logical sequence of job analysis Job design involves systematic attempt to organize tasks ,duties and responsibilities into a unit of work to achieve certain objective. It is the division of total task to be performed into manageable units-departments and divisions and to provide for proper integration.

Job Analysis; : 

Job Analysis;

Job Design involves following steps : 

Job Design involves following steps

Factors Affecting Job Design : 

Factors Affecting Job Design

Questions Job Analysis Should Answer : 

Questions Job Analysis Should Answer What physical and mental tasks does the worker accomplish? When does the job have to be completed? Where is the job to be accomplished? How does the worker do the job? Why is the job done? What qualifications are needed to perform the job?

Information Provided by a Job Analysis : 

Information Provided by a Job Analysis Area of Information Contents Job title and location Name; of job and where it is located. Organizational relationship A brief explanation of the number of persons supervised (if applicable) and the job title(s) of the position(s) supervised. A statement concerning supervision received. Relation to other jobs; Describes and outlines the coordination required by the job.

Information Provided by a Job Analysis : 

Information Provided by a Job Analysis Area of Information Contents Job summary; Condensed explanation of the content of the job. Information concerning The content of this area varies job requirements; greatly from job to job and from organization to organization. Typically it includes information on such topics as machines, tools, and materials; mental complexity and attention required; physical demands and working conditions

job description includes; : 

job description includes; A job description should be a formal, written document, usually from one to three pages long & include the following: Date written. Job Status (full-time or part-time; salary or wage). Position title. Job summary (a synopsis of the job responsibilities). Detailed list of duties and responsibilities. Supervision received (to whom the jobholder reports).

job description includes; : 

job description includes; Supervision exercised, if any (who reports to this employee). Principal contacts (in and outside the organization). Related meetings to be attended and reports to be filed. Competency or position requirements. Required education and experience. Career mobility (position[s] for which job holder may qualify next).

Main approaches to Job Design : 

Main approaches to Job Design a)Job rotation. b)Job enlargement c)Job enrichment d)Self managing teams. e)High performance work design

a)Job Rotation : 

a)Job Rotation

Benefits of Job Rotation : 

Benefits of Job Rotation Raises intrinsic reward potential of job Beneficial to the organization Worker becomes competent in several jobs Improves interdepartmental co-operations Motivates employees Reduces boredom Develops wide skills among workers

Drawbacks of Job Rotation : 

Drawbacks of Job Rotation No effect on employee enthusiasm and efficiency. Reduces interest in the job. No effect on relationships among tasks. Increases training cost and the flow of work affected

b)Job Enlargement : 

b)Job Enlargement

Job Enlargement : 

Job Enlargement Job enlargement means increasing the scope of a job through extending the range of its job duties and responsibilities. This is also called horizontal job loading and is possible in the case of manual ,technical ,and clerical job holders. It does not increase the depth of a job

c)Job Enrichment : 

c)Job Enrichment

Advantages of Job Enrichment : 

Advantages of Job Enrichment

Limitations of Job Enrichment : 

Limitations of Job Enrichment

d) Self managing teams : 

d) Self managing teams

Types of work teams : 

Types of work teams Self – directed work team Special purpose teams Quality circle Production call

e) High performance work design : 

e) High performance work design This means improving performance in an environment where positive and demanding goals are set. In many organizations , such high performance work design does not work effectively

Steps under high performance work design : 

Steps under high performance work design Management must decide clearly what it needs in the firm of new technology or new methods of production and the results expected from its introduction Management sets goals and standards for success Multi-skilling is encouraged Self- managed teams or autonomous groups are established Support systems are provided for material supply

Slide 46: 

Managers and team leaders adopt a supportive rather than an autocratic style Thorough training is carried out as per assessment of training needs Payment system is designed with employee participation to fit their needs as well as those of management Payment mat be related to team performance , but with skill – based pay for individuals A” peer performance review” process may be used

Job Evaluation : 

Job Evaluation

Definition of Job Evaluation : 

Definition of Job Evaluation ”job evaluation is a systematic and orderly process of determining the worth of a job in relation to other jobs.” “According to EDWIN B. FLIPPO”

Features of Job Evaluation : 

Features of Job Evaluation Determines the relative worth of jobs Based on the analysis of the facts about job To bring a balanced wage structure Needs to be differentiated from job analysis and performance analysis.

Importance of Job Evaluation : 

Importance of Job Evaluation Clearly indicates the relative worth of different jobs in an organization. It establishes a hierarchy of jobs and evolves a graduated wage scale for employee. It is useful for introducing a satisfactory, rational and balanced wage structure in an organization. It promotes employees goodwill

Slide 51: 

It provides scientific base for promotions and transfers of workers. It avoids injustice to workers as regards wage payment, promotion and transfers. It removes vague feelings and suspicions of unfairness, favoritism. It makes promotions and transfers more easily acceptable. It removes grievances and disputes among employees

Methods of Job Evaluation : 

Methods of Job Evaluation

Process of Job Evaluation : 

Process of Job Evaluation Securing acceptance from employees Creating / forming job evaluation committee Finding /deciding the jobs to be evaluated Analyzing and preparing job description Selecting the method of evaluation Classifying jobs Installing he program Periodical review

Methods Of Collecting Job Analysis Information: INTERVIEW : 

Information sources Individual employees Groups of employees Supervisors with knowledge of the job Interview formats Structured (Checklist) Unstructured Methods Of Collecting Job Analysis Information: INTERVIEW Advantages Quick, direct way to find overlooked information Disadvantages Distorted information

Interview Guidelines : 

Interview Guidelines The job analyst and supervisor should work together to identify the workers who know the job best. Quickly establish rapport with the interviewee. Follow a structured guide or checklist, one that lists open-ended questions and provides space for answers. Ask the worker to list his or her duties in order of importance and frequency of occurrence. After completing the interview, review and verify the data.

Methods Of Collecting Job Analysis Information: QUESTIONNAIRES : 

Methods Of Collecting Job Analysis Information: QUESTIONNAIRES Information source Have employees fill out questionnaires Questionnaire formats Structured checklists Opened-ended questions Advantages Quick and efficient way to gather information from large numbers of employees Disadvantages Expense and time consumed in preparing and testing the questionnaire

Methods Of Collecting Job Analysis Information: OBSERVATION : 

Methods Of Collecting Job Analysis Information: OBSERVATION Information source Observing and noting the physical activities of employees as they go about their jobs Advantages Provides first-hand information Reduces distortion of information Disadvantages Time consuming Difficulty in capturing entire job cycle Of little use if job involves a high level of mental activity

Methods Of Collecting Job Analysis Information: PARTICIPANT DIARY/LOGS : 

Methods Of Collecting Job Analysis Information: PARTICIPANT DIARY/LOGS Information source Workers keep a chronological diary/ log of what they do and the time spent in each activity Advantages Produces a more complete picture of the job Employee participation Disadvantages Distortion of information Depends upon employees to accurately recall their activities

Quantitative Job Analysis Techniques : 

The position analysis questionnaire (PAQ) Questionnaire to collect quantifiable data concerning the duties and responsibilities of various jobs. The Department of Labor (DOL) procedure Standardized method by which different jobs can be quantitatively rated, classified, and compared. Functional job analysis The extent to which instructions, reasoning, judgment, and mathematical and verbal ability are necessary for performing job tasks. Quantitative Job Analysis Techniques

Writing Job Descriptions : 

Writing Job Descriptions Job Description A written statement of what the worker actually does, how he or she does it, and what the job’s working conditions are.

Sections of a typical job description : 

Job Identification Job Summary Responsibilities And Duties Authority Of Incumbent Standards Of Performance Working Conditions Job Specifications Sections of a typical job description

Writing Job Descriptions (Contd.) : 

Job Identification Job title: name of job FLSA status section: Exempt or nonexempt Preparation date: when the description was written Prepared by: who wrote the description Job Summary Describes the general nature of the job Lists the major functions or activities Writing Job Descriptions (Contd.)

Writing Job Descriptions (Contd.) : 

Relationships (chain of command) Reports to: Vice president of employee relations. Supervises: Human resource clerk, test administrator, labor relations director, and one secretary. Works with: All depatment managers and executive management. Outside the company: Employment agencies, executive recruiting firms, union representatives, state and fedral employment offices, and various vendors. Writing Job Descriptions (Contd.)

Writing Job Descriptions (Contd.) : 

Responsibilities and duties A listing of the job’s major responsibilities and duties (essential functions) Defines limits of jobholder’s decision-making authority, direct supervision, and budgetary limitations. Standard Occupational Classification Classifies all workers into one of 23 major groups of jobs which are subdivided into 96 minor groups of jobs and detailed occupations. Writing Job Descriptions (Contd.)

Writing Job Descriptions (Contd.) : 

Standards of Performance and Working Conditions Lists standards the employee is expected to achieve under each of the job description’s main duties and responsibilities. Standards must be specific Examples: Writing Job Descriptions (Contd.)

Writing Job Specifications : 

What kind of person to recruit - what qualities that person should be tested on Either listed in a section of job description or in a separate document Writing Job Specifications

Writing Job Specifications (Contd.) : 

Specifications for trained personnel Focus on traits like length of previous service, quality of relevant training, and previous job performance. Specifications for untrained personnel Focus on physical traits, personality, interests, or sensory skills that imply some potential for performing or for being trained to do the job. Writing Job Specifications (Contd.)

Writing Job Specifications (Contd.) : 

Specifications Based on Judgment Self-created judgments (common sense) List of competencies in Web-based job descriptions (e.g., www.jobdescription.com) O*NET online Standard Occupational Classification Specifications Based on Statistical Analysis Attempts to determine statistically the relationship between a predictor or human trait and an indicator or criterion of job effectiveness. Writing Job Specifications (Contd.)

Writing Job Specifications (Contd.) : 

Writing Job Specifications (Contd.) Steps in Statistical Approach:

Job Analysis In A “Jobless” World : 

Job Generally defined as “a set of closely related activities carried out for pay”. Job Analysis In A “Jobless” World

From Specialized to Enlarged Jobs : 

Job Enlargement Assigning workers additional same level activities, thus increasing the number of activities they perform. Job Enrichment Redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition. From Specialized to Enlarged Jobs

From Specialized to Enlarged Jobs (cont’d) : 

Job Rotation Moving a trainee from department to department to broaden his or her experience and identify strong and weak points to prepare the person for an enhanced role with the company. Systematically moving workers from one job to another to enhance work team performance. From Specialized to Enlarged Jobs (cont’d)

Why Managers Are Dejobbing Their Companies : 

Dejobbing Broadening the responsibilities of the company’s jobs Encouraging employee initiative Internal Factors Leading To Dejobbing Flatter organizations Work teams External Factors Leading To Dejobbing Rapid product and technological change Global competition Deregulation, Political instability, Demographic changes Rise of a service economy. Why Managers Are Dejobbing Their Companies

Competency-Based Job Analysis : 

Competencies Demonstrable characteristics of a person that enable performance of a job. Competency-based job analysis Describing a job in terms of the measurable, observable, behavioral competencies (knowledge, skills, and/or behaviors) an employee must exhibit to do a job well. Competency-Based Job Analysis

Why Use Competency Analysis? : 

Why Use Competency Analysis? To Support HPWS Traditional job descriptions (with their lists of specific duties) may actually backfire if a high-performance work system is the goal. Maintain A Strategic Focus Describing the job in terms of the skills, knowledge, and competencies the worker needs is more strategic. Measuring Performance Measurable skills, knowledge, and competencies are the heart of any company’s performance management process.

Performance Management : 

Performance management Managing all elements of the organizational process that affect how well employees perform. Types of competencies General competencies reading, writing, and mathematical reasoning. Leadership competencies leadership, strategic thinking, and teaching others. Technical competencies specific technical competencies required for specific types of jobs and/or occupations. Performance Management

 THANK YOU  : 

 THANK YOU 